Reengineering Quick Hits

Reengineering a process in your company is a large-scale, long-term project. To make it work, however, you need some short-term "quick hits."


Reengineering begins with an in-depth review of the business processes that you are considering for redesign. During these reviews, you will uncover short-term improvement opportunities.

Don't ignore these opportunities for minor improvements. Quick hits are crucial in gaining and maintaining support through the organization for the rigorous, long-term effort of reengineering.

It's one thing to talk about the dramatic returns you expect from your reengineering project. It's another thing to be able to quickly show them concrete results -- even on a small scale.

Best Practices in Reengineering by David K. Carr and Henry J. Johansson. Published by McGraw-Hill, Inc. 235 pages

CREATING FOCUS FOR EMPLOYEES

One of the biggest problems facing business people today is a lack of focus. There are too many choices, too many priorities. Sometimes it's hard knowing where to start. In some companies, employees work on whatever they think is important since they're not sure what the goals are. In order to be more effective, you need two things: clear goals and time management skills. Here are some tips from Nancy Wilber, president of Time Resources, a consulting company in Westford, MA, that you can use with the employees in the company:

1) Set goals. One way to establish a goal is to close your eyes and create a vision of what you would like in the future. Keep trying until you have a vision that really excites you. Then write your vision down, using the SMART formula:

Specific
Measurable
Achievable
Relevant
Time-Bounded (which means give it a deadline.)

Notice the difference: "I want to lose weight" is merely a wish; "I want to lose 10 pounds by April 15" is a SMART goal.

2) Goals are like rudders. Even if your company or industry is going through a lot of turmoil, you still need to establish goals. It may be even more important since people caught in uncertain circumstances often need extra direction to help them cope, feel secure, and believe their efforts have some meaning.

3) Time Management. Once you know your goals, you need to create time to accomplish them. Consider using an operating room as your model. Surgeons must focus 100% of their attention. They couldn't possibly tolerate telephone calls or personal visitors. Why should you treat your tasks any differently?

Establish times when you will not be interrupted. (In our office, we have a daily priority hour, during which everyone works without being disturbed. We get two hours of work done in one hour with no interruptions.