Why Becoming a Success Story Is a Process
Business changes fast today and being nimble to change with it requires companies adopt process-based management that formalizes roles, responsibilities, procedures and cross-training.
Why do you believe it is important to have these kinds of protocols and procedures in place? What are potential ramifications of reactionary “seat-of-pants” management?
Boucherles: Business owners typically hate surprises in my experience. In the absence of process protocols and clearly communicated procedures you will get surprised more often than is good for one’s cardiac health. Engaging a company’s total brainpower to see, discuss and fix systemic problems builds a stronger and more loyal workforce. In addition, proven processes that are regularly re-evaluated allow companies to stay current with market and employee work needs. Most importantly when you lose a “player,” the learning curve becomes much less steep resulting in faster productivity and better customer outcomes. There is a great deal of research and confirmation that a better understanding of the different styles of how people communicate and styles of how they work and what they need to understand to successfully perform their job duties are pertinent to an organization’s success. Having a procedure sets the tone for an organized system where everyone understands what needs to be accomplished and why, and where their tasks come into play. The potential ramifications of reactionary management is disaster, unintended results, loss of customers, reputation and company morale to name just a few. This can happen when a company owner or leader has such a strong ego or dominant leadership trait they are not aware of the consequences of their actions until it is too late. When this becomes the company culture the ability to attract talent, new customers and revenues can really be a challenge. This can create a culture of “they don’t really care or understand what’s really going on” which ultimately creates a nonproductive environment.
DeMarco: We live in a world where change is so massive it affects every organization and everyone in the organization. As a result, owners and managers “react” to change after it arrives on their doorstep. I believe, given the speed of change we are facing, organizations poised for sustainable and transformational success rely on “anticipating” the change and then responding to it in a nonreactionary manner. Owners and managers who embrace the concept of structurally “architecting” their companies through process management both strengthens the organization and creates an adaptable culture. The strategic vision, mission statement and knowledge management are all important components of a well-planned business journey. Organizations need to move to a process management mindset rather than staying with a tribal work-knowledge method. In other words, the upside is well worth the effort, while the alternative is fraught with business uncertainty, operational inefficiency and lower employee morale.
As with most businesses today, there is a natural ebb and flow in staffing requirements that involves hiring new people who need organizational guidance in understanding how best to interact with internal and external customers. The “If it ain’t broke, why fix it?” approach may have its advantages, but it plays havoc on family run businesses and organizations that are experiencing an unplanned departure, a planned succession or organic or acquisition growth. Continuously improving workflow and management processes decrease the chances of failure in all areas of the organization. It will ultimately improve organizational performance by driving operational excellence and agility to the business, while enhancing the customer experience and gaining valuable business intelligence.
Harris: Things change! Anyone in business who hasn’t realized this simple truth is just one unforeseen disaster away from an otherwise avoidable calamity. When employees and managers leave a company for any reason, a boatload of information leaves with them. Business owners and managers who fail to create detailed standard operating procedures for each and every area of the business run the risk of having to either jump in blind themselves when someone leaves, or bring in someone new to jump into the fire and reinvent the wheel with no comprehensive knowledge on company operations. I have even seen a handful of times where an owner passed away and left the company, the employees and every customer in complete darkness. The underlying message this kind of seat-of-the-pants management style sends to everyone is, “I just don’t care.”
Reitman: We all hate to hear it, but the most important thing is well planned, implemented, and written policies and procedures for all job functions. We provide oversight to many of our clients including reconciliation of bookkeeping, and oversight of the segregation of function. We have stepped in and “rescued” a few companies that were on the brink of failure due to errors and irregularities. More often than not, we have provided the necessary training and oversight to allow owners to be more efficient and profitable.
Zwirn: Undeniably, no one in our industry can predict when and where an emergency will occur so we try to help minimize loss potential by proactively, or more often than not; reactively providing electronic security systems, after a loss. That said, preparation for the worse, or even more material, preparation for something that is foreseeable, is critically important. In short, the same rules apply to process-based management. In other words, the same rules that we want prospective and existing customers to follow should apply to what goes on behind the scenes in our day-to-day operations.
For instance, if your company is sued, litigation does not care that one of your former employees who worked at the location where the alleged loss occurred, is no longer working for your company. To the contrary it may be helpful to plaintiff’s counsel, especially if he and/or she left on bad terms and/or is competing with you. In any event, you are going to be likely left with documentation and records of what this person did right; and potentially did wrong; or worse yet, in your review of the records you find that he apparently did everything wrong and then some, and this is where the loss occurred. Therefore, alarm and security providers must use their best efforts to adhere to proven policies, procedures and process-based management, now and before a loss occurs. This should include accounting for something a current and/or former employee might have failed to do and as a result of same, could be considered in litigation, as a significant proximate cause of the damages sustained. Where are your checks and balances and what, if anything, did you do and/or not do to help minimize this type of action, inaction, and/or behavior and conduct? Similarly, cryptic and/or handwritten language that you cannot decipher are yet more concerns in these areas.
If you enjoyed this article and want to receive more valuable industry content like this, click here to sign up for our FREE digital newsletters!
About the Author
Scott Goldfine
Scott Goldfine is the marketing director for Elite Interactive Solutions. He is the former editor-in-chief and associate publisher of Security Sales & Integration. He can be reached at [email protected].
Related Content
Security Is Our Business, Too
For professionals who recommend, buy and install all types of electronic security equipment, a free subscription to Commercial Integrator + Security Sales & Integration is like having a consultant on call. You’ll find an ideal balance of technology and business coverage, with installation tips and techniques for products and updates on how to add to your bottom line.
A FREE subscription to the top resource for security and integration industry will prove to be invaluable.
