Problem maximizing value through influential leadership

Deelee

Deelee

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Deelee
I know this is not aviation related, but is anyone else facing challenges finding innovative ways to realize synergies across organizational verticals to gain optimal efficiency across all value streams? I am aware that agility and effective, influential leadership are key, here. In order to implement industry best practices and ensure all domains are in sync, the high level plan is to focus on strategic initiatives that will not only align objectives, but also promote self-organizing teams that collaborate and embrace a culture of excellence.

While these may seem like lofty goals, they are achievable if we all commit to breaking down silos and adopt a next-generation methodology that produces repeatable processes that also take into account the need for continuous improvement. All of this will, of course, be data-driven, measurable and focused on operational efficiency. By taking a holistic approach and embracing world-class, best-of-breed technologies, we can leverage our core competencies to increase transparency leading to a greater commitment to excellence.

Right?
 
I think you hit the nail on the head.
 
This is the kind of collaboration that will allow us to become a market leader!
 
I LOVE THIS! Meanwhile I'm skipping the meeting and completing the job that you are chatting about with the entire remaining workforce before you get back from the post-meeting-debrief, summary-review session and tell me that it can't be done but we are going to do it anyway with the 110% efforts multiplying with each participant. Thank you for the disciplinary write-up now that I have earned your bonus for you.
 
Let's buy a corporate ultralight and plaster it with a giant company mission statement. (Now this is on topic.)
 
Deelee said:
I know this is not aviation related, but is anyone else facing challenges finding innovative ways to realize synergies across organizational verticals to gain optimal efficiency across all value streams? I am aware that agility and effective, influential leadership are key, here. In order to implement industry best practices and ensure all domains are in sync, the high level plan is to focus on strategic initiatives that will not only align objectives, but also promote self-organizing teams that collaborate and embrace a culture of excellence.

While these may seem like lofty goals, they are achievable if we all commit to breaking down silos and adopt a next-generation methodology that produces repeatable processes that also take into account the need for continuous improvement. All of this will, of course, be data-driven, measurable and focused on operational efficiency. By taking a holistic approach and embracing world-class, best-of-breed technologies, we can leverage our core competencies to increase transparency leading to a greater commitment to excellence.

Right?
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However, when you’re up to your azz in alligators, it’s hard to remember your initial objective was to drain the swamp.
 
we should have a post-mortem to discuss this. But first, a pre-planning meeting to plan the meeting. Then a retrospective on the post mortem.
 
Deelee said:
we should have a post-mortem to discuss this. But first, a pre-planning meeting to plan the meeting. Then a retrospective on the post mortem.
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Will there be a kick-off for the pre-planning? We should also debrief the post mortem to discuss the OKR's. I noticed you haven't set up a scrum for sustainability either.
 
Deelee said:
we should have a post-mortem to discuss this. But first, a pre-planning meeting to plan the meeting. Then a retrospective on the post mortem.
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Good idea. My people will contact your people and touch base on this
 
@asicer yes, great point that you bring up. This is why our self-organizing team is able to overcome adversity through a culture of experimentation results-driven initiatives. I have taken what you said into consideration and aligned my quarterly goals around your top-level objectives and key results. Maybe we can discuss this in our next one-on-one or in the daily standup?
 
Yup, that pseudo-intellectual prose bent is very common in linked-in profiles. Academia also confers thousands of degrees a year on the basis of that empty word salad. It's actually quite entertaining to meet said individuals in person and watch the skin-shedding of incompetency manifest before your eyes. Cringe-worthy is an understatement.
 
Let's invite (with a sign-in sheet for compliance) the entire company to each of the meeting-planning pre-meetings and post-meeting-pre-post-mortem-planning meetings, but just keep it down to the executives for the Post-post-post-whatever celebration trip to Monte-Carlo. We don't want to waste everybody's time, nor precious company resources.
 
(@hindsight2020 exactly. I wasn't able to take advantage of the amazing weather outside today because of back-to-back meetings where this type of drivel was spouted for hours on end)

But let's look past that and focus on the opportunities and challenges that lie ahead. Surely we will all be singing from the same sheet of music after the leadership team informs us of the strategic goals in the all-hands meeting!

(this is also almost a direct quote)
 
BTW, I have made a few multi-millionaires. Unfortunately, I was not one of them. (Back when a million meant more than being a homeowner with SOME equity built up.)
 
Bill said:
Translation: Work harder
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But we must be sensitive to the needs of the hard-work-challenged. That is a protected class, so we must all respect their unique needs and embrace them into our corporate culture.
 
@eman1200 we sell world-class, thought-leading, innovative products and services that enrich the lives of our customers and the global community in general. We would be glad to discuss your concerns. Please fill out this survey and our business intelligence algorithms will provide you with the customer service you expect from our organization.



<<<<<<< EDIT - hey check it out - 1000 posts... now that's achieving professional develoment goals, right there. I'm going to add this to my weekly status report.
 
eman1200 said:
you didn't mention diversity. WHERE IS THE DIVERSITY???!!!!??? I'm banning whatever you're selling.
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What does an old wooden sailing ship have to do with this?
 
Arm3 said:
What does an old wooden sailing ship have to do with this?
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AGE DESCRIMINATION!!!! see, if you guys aren't hopping on the bandwagon, using all the key made up buzzwords of today, how to you expect to sell anything?!?
 
Oh please....I just sat thru another periodic Program Increment Planning (PI Plan) session 2 hrs in the morning, 4 in the afternoon, and we do it again tomorrow. There are only 3 things keeping me somewhat sane:
  • Working from home with the audio on the speaker phone (we don't use video at all) so I can work on the real stuff while all that is going on because no one asks or wants my opinion
  • I get paid every other Friday.
  • If I dose off, no one knows.
I'm seriously contemplating if, and when, we go back into the office, if I'll stay or quit. I don't expect that to happen until Labor Day at the earliest.
 
Deelee said:
I know this is not aviation related, but is anyone else facing challenges finding innovative ways to realize synergies across organizational verticals to gain optimal efficiency across all value streams? I am aware that agility and effective, influential leadership are key, here. In order to implement industry best practices and ensure all domains are in sync, the high level plan is to focus on strategic initiatives that will not only align objectives, but also promote self-organizing teams that collaborate and embrace a culture of excellence.

While these may seem like lofty goals, they are achievable if we all commit to breaking down silos and adopt a next-generation methodology that produces repeatable processes that also take into account the need for continuous improvement. All of this will, of course, be data-driven, measurable and focused on operational efficiency. By taking a holistic approach and embracing world-class, best-of-breed technologies, we can leverage our core competencies to increase transparency leading to a greater commitment to excellence.

Right?
Click to expand...
Right. That sounds exactly like the leader of the company I quit (because she sounded like that). It is also the company that went out of business shortly thereafter. I always attributed them going out of business to my leaving, but actually it was her leadership that sank them.
 
I believe this program I’m working on encompasses everything you’re looking for:

 
Perhaps some sensitivity training seminars are in order ... I'll see if I can get a projected cost analysis done by our legal department.
 
Having the big picture that is solutions-oriented, it follows that an environment empowers the mobile headcount readjustments. Mind-blowing progress follows through on the issue of the objective. If we can foresee the benefits of customer teamwork, then committees will assure us a paradigm shift. We want to be nothing if not strategic. The task-driven drop dead dates are a sweet spot. A take-home lesson is that a gating factor leads to an executive. We are convinced that all of you rapidly have ubiquitous objectives. A major stretch goal for this fiscal quarter is the extensible geography. Truly we must. Testing “90% solutions impact—never before so advanced—signage.”
 
"Our strength is our diversity" - translation... "We're not very good at any one thing."
""We welcome change" - translation ... "We suck as we currently are."
"Every stakeholder's voice is essential if we are to ratchet up our laser focus on the paradigms set before us" - translation .."We, the clueless, have absolutely no interest in the opinions of those who actually DO things within our company."
"I understand your position, but I view things through a larger lens" - translation .. "I don't have a clue what you just said, but you're wrong because I'm your boss and I hate men."
 
All very clear thinking. Damn am I glad I left that corporate BS and retired early
 
I believe for the next board meeting I have to attend that I'll just copy/paste a few lines from this thread ...
 
The next app....generate all this bamboozlism. Enter the following in the form
1. Number of sentences
2. Min and max number of words per sentence
3. minimum syllabus count
4. Percent of words with minimum syllabus count
5. Industry-specific words are optional. But throw in few for fun.
 
Ship it, there's a call coming up, we need to make our numbers, we'll deal with the blow back next quarter.
 
I started reading this thread and thought I'd stepped into a Dilbert cartoon.

Carry on.
I'm going back to trying to keep the needles centred on the LOC/GS.
 
One year I had to write a mission statement for my department. I used "Dogbert's Top Secret Management Handbook" as my source.
 
GRG55 said:
I'm going back to trying to keep the needles centred on the LOC/GS.
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IFR in IMC on the FAC between FAF and MAP? The MAHP is the IAF for the RNAV IAP (noPT to the HILPT at the IF).

Hm, corp-speak vs FAA alphabet soup...
 
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