In my most recent article, Creating Management Systems & Discovering Metrics, we talked about how creating systems for change will help you and your team better manage time and productivity. In other words, save time and free up time for other productive activities.
We also talked about the importance of testing and quantifying those systems. By looking at the statistics before the innovation, and by looking at them afterwards
Creating Systems & Orchestrating Change
Now, let’s move on to the next step when creating systems for change – orchestrating changes, systems, and processes.
What does that actually mean? Simply, it means getting them sorted out and thoroughly documented.
Now, you might think since you created a system or a process, it’s “ready to go”. But chances are, as you thought about the metrics you’ll need to pay attention to as you implemnt those changes, you might have realized you need weekly tracking instead of daily tracking. Or perhaps data needs to be reconciled after each shift, or based on the client’s needs.
All those pieces are part of the “complete” system you’re now organizing and orchestrating.
Get it?
Making It A Manageable Process
Here’s the thing – now that you’ve created and tested the process, you have to make that process easy to do. In other words, you’re taking this idea and making it a manageable process.
Read that again…
You’re taking this idea and making it a manageable process.
THAT is really the trick here – because basically nothing I’ve shared with you wasn’t in your head already. Or something you already tried to do in your business. What we’re really doing is organizing it into something coherent that can be easily “offloaded” to someone else with a minimum of training or can be automated through some type of software.
Ultimately, when you have this process fully documented, you can replicate it over and over again.
Creating A Turnkey System
In other words, it is now a turnkey system. It may also be the process you can use for building other similar systems in the future.
This part, though, is where it has to be very granular. Truly “step-by-step” so you limit the “skills” needed for a team member to do the tasks. Consider ALL the things that go into the process. And think about the most junior team member as you orchestrate this process.
Ray Kroc did this in McDonalds and that’s worked out pretty well for seven decades.
Many companies look for highly skilled people because they refuse to expend the energy to document how a simple system could imbue average employees with the data they need to achieve higher-than-average success.
In other words, when you create management systems that are effective and work, you build a company that helps average people become great people who are good at their jobs and deliver great results for your business.
Go ahead and begin orchestrating change in your business this week using the ideas you’ve been playing with. And see how it can make a difference!
My team and I are more than happy to answer your questions and even make some recommendations. Give us a call or send us a message through our contact form and let’s get you on the right track!
