To a greater and greater extent, time is money. This is especially the case in a market where the competition is growing steadily. Companies which are capable of optimizing tasks and using their time wisely and in the most efficient manner already have a leg up on their rivals in the market. Therefore, firms are always looking for new ways to streamline their management, focusing on results and taking every aspect of the organization into account. One of these new methods is visual management.
Strategic management and Innovation
For some time now, we’ve been writing about checklists on our blog, and how this tool can help you increase your productivity. Now, we’ll turn to something similar: it is a kind of list as well, but one that is more specifically associated with IT, because it refers to the development of a product or system. Let’s look at what is backlog and how its use can make your management more agile.
As Peter Drucker, a theoretician and the father of modern business management once said, “most of our assumptions about business, technology and organization are at least 50 years old. They have outlived their time. As a result, we are preaching, teaching and practicing policies that are increasingly at odds with reality and therefore counterproductive.” People who keep up-to-date with our blog understand that we often focus on the rapid changes in management techniques, and the trends that flow from those changes. This post will deal with the agile methodology, which is one of the responses to the dynamism of contemporary management theories.
One of the most significant challenges of any growing company is to maintain the responsiveness and agility it had when it was a startup or a small company. This difficulty is especially acute when organizations grow into multinationals. With vastly greater numbers of employees and infinitely more complex operating structures, few are capable of preserving the operational speeds they had once reached as a smaller company. The software industry, which has faced this challenge for some time, conceived of continuous delivery, a way to keep your foot on the accelerator without the risk of damaging your firm.
You have heard of time as wealth, an asset, a resource, and so on. But what about time as a currency? Have you ever thought about it in this way? That perhaps time is the most valuable currency that exists? And that we should carefully invest it in whatever is most important to us? Personal relationships, our professional lives, who knows what else? So, try to think about time management from this perspective: universally, we show that we like someone by spending more time with them – we “give” them a part of our time. Conversely, we punish people by depriving them of our company, of our time as a resource.
When it comes to consumers, time never stands still. After years and years spent debating the characteristics of generation Y and then on how to approach them, it is already time to meet the next set of customers, who have been designated by the last letter of the alphabet: generation Z. Who are they? Where do they live? What do they like? And, more importantly, how should your company relate to these new consumers?
Those of you who visit For-Managers on a regular basis must have realized that we have an uncompromising commitment to improving your management. We are continually introducing new tools, reflecting on aspects of skills management, showing the importance of enhancing IT management, and so on: for us, writing an article will only make sense if it can contribute to its operation on issues like these. With this thought, we will now talk about a management methodology that can be highly effective in improving your company’s processes. And this isn’t something we just came up with; it’s a tool that has been helping managers around the world for an impressive 70 years: the PDCA cycle.
Global trends in talent management are reshaping the workplace, the workforce, and work itself. After years of struggling to drive the engagement and retention of high-level professionals, improve leadership and build a meaningful culture, corporations have perceived the need to redesign their organizational models. To help companies and their leaders understand these changes, large consulting firms specializing in managing talent and human capital, such as Deloitte and McKinsey, have dedicated themselves to extensively researching the subject.
Everywhere we look, we see people in a state of constant apprehension. While we initially thought that technology would make our lives easier, the opposite seems to be happening. Instead of having more manageable lives, people are becoming even more stressed. After all, with the advent of instant communications, we are not only exposed to receiving messages 24/7 but also forced to respond to them. And when we have to do everything at the same time, we end up do nothing right at all.