Articol de: Alina Făniță, CEO, PKF Finconta
- Constant purpose of improvement – Improvement must not be an activity that is suspended as soon as the problem has been resolved. It is good to be a constant concern of all the teams. The return to old practices is very likely to happen if the change that is generated is not practiced consistently and if the search for new solutions ceases. Far from being a management initiative, improving the processes should be an everyday exercise throughout the company.
- Long-term thinking – With the constant focus on yielding monthly or quarterly results, it is very difficult for managers to prioritize improvements that deliver long-term results. As a result, improvement is not only about thinking on how to achieve it but about the action that accompanies it. The management of the company should have a better insight on the need to make improvements and to allow periodic performance indicators to be set precisely in order to strengthen the long-term growth. This is the case with investments in refurbishment, human training and process rethinking.
So, if organizations want to successfully implement process improvement, leaders need to understand and support these processes, empower their employees, show continued commitment to pursuing the goal of improvement, and think about long-term improvement. That is how leaders can determine the level of support of the improvement projects, identify the parties involved, increase their acceptance, and determine the impact areas of the business improvement projects.
An organizational culture which is open to process improvement is centered on the employees. By increasing employees’ responsibility, continuous learning and professional development, by involving employees and rewarding their performance in the internal environment, a company designs itself as a reliable partner centered on customer experience in the external environment.
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