Making a Transition to Execution and Enhancement

An organization that exists in slack environment not only performs poorly, but cannot compete with others to position itself in the market. Perhaps, without the presence of best  practices, we can say that numerous deficiencies and deviations lead to inefficiencies. 

To have professionals in a company is just not enough, but what makes sense is how those professionals, with their knowledge and expertise, collaborate and coordinate across the prevailing departments. 

In order to enhance performance and profitability of a company what matters most are established practices and accountable priorities that can bring in timely, needed and beneficial changes. And for those changes to happen, company management need to track down weak areas that can be improved and focus on deficiencies so that new initiatives can be taken. 

On the contrary, when a company lacks proper systems and control and no one cares for pivotal values, sensible services and manageable measures, then internal as well as external relationships begin to degrade, productivity goes low, services turn out ineffective. What then? Without proper check and control in a balanced way, there can be no chiseled change or culture across the organization. 

A company, with it's own selective team, that focuses on a single department and it's operations does a major blunder because a company is known by its various departments and their specific functions, processes and systems. Applauding few and rejecting rest without their involvement looks absurd. 

Presumably, when all departments' heads are actively engaged, with their core discussions and vital viewpoints, then their collective efforts and contributions will definitely help top management to take strategic approach, timely decisions and right initiatives.

With transparency and trustworthiness across all departments, it becomes easier for the top management to realize how all departments rank, what's there for them to achieve, how can they manage costs and risks and how well they can coordinate with other team members to simplify tasks and reach desired outcomes. 

In truth, without proper principles and best practices, neither initiatives nor strategies can make a transition to execution and continuous enhancement. And then, key managers and employees without set roles and responsibilities will only create a chaotic atmosphere by meddling into others' affairs. 

However, it must be understood that without best practices, right planning and effective execution, a company may earn profits, but not as required and expected. When happenings aren't documented, meetings aren't recorded and  no follow ups are considered, then everyone will work randomly without any relevant rapport and responses, projected timelines and concrete conclusions. In simple, a task that's supposed to be completed in a year will drag on, with its clutter and complexities, to years. Sad isn't that?

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