The Business Continuity Institute (BCI) recently surveyed over 650 organisations worldwide and found that, whilst 75% had implemented major strategic change programmes, 84% of these projects had been implemented without considering business continuity.
Rather worryingly, these major change programmes included mergers, acquisitions, reorganisations, outsourcing of key processes and the introduction of new products – many of which were undertaken without any kind of thinking being applied to the ongoing resilience of the business.
Mark Woods, MD of Statius, commented “In business there are some risks you have to take but many of these risks are those can easily be accounted for and mitigated against. The survey depicts a worrying and cavalier approach to major change; in these straightened times organisations may well be exposing themselves to more risks than they need to.”.
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Since the invention of management over a century ago, management has become detached from both the day to day operation of the organisation and from delivering value to the customers who pay for the products and services provided. Conventional wisdom is that managers set targets and then create systems to monitor, measure and control the execution of these targets. These systems include budgets, performance management, incentives and appraisals which are used to exercise control and ensure that targets are met. Simple, obvious and wrong!
We need a change in management thinking.
The aim of this blog is to therefore challenge the way in which we currently think about management, hopefully slaying some of the myths that surround it.