As we head into Spring 2024, it\u2019s encouraging to see fresh growth \u2013 both in nature and in the economy.\u00a0 I appreciate it\u2019s too early to celebrate from the rooftops, but I\u2019m invigorated by the growing number of activities emphasising what matters most \u2013 productivity!<\/p>\n
The recently repurposed National Infrastructure Agency (NIA) has a remit to drive better practices through New Zealand\u2019s industry sectors. Done right, the promotion of growth in capital investment should lead to an overall improvement in business performance.<\/p>\n
But to lock this in as a reality, we know that dedicated investment in people and processes is the only true way to lead to a better performance culture.<\/p>\n
I thought it might be timely to call out some of the \u201cmyths and misunderstandings to avoid\u201d and to talk through what a good continuous improvement program looks like, as you may be contemplating what your business can do to ride this wave.<\/strong><\/p>\n Here is my Improvement Snakes and Ladders. Unfortunately, it is not a touch it once and let it go fix; like fitness, use it or you lose it!<\/p>\n Improvement Snakes and Ladders<\/strong><\/p>\n Make sure you know they have climbed the mountain many times with many organisations. Have they worked in a truly world class company? Have they got proven and trusted references? Are they up to date with global best practice?<\/p>\n You need all of these to get a Sherpa who knows the mountain, knows what the top looks like and can lead a climbing team. If you have this person, you have a ladder. If not, you\u2019re likely to take a snake back to 1.<\/p>\n Typically, when the programme is delegated in this way, the sponsor is too busy to lead it, and so they aren\u2019t invested. This becomes apparent quickly to the wider team who then become uninvested themselves. This is a snake back to 1.<\/p>\n\n
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