I have made a decision in my writing career...
Come to an almost certain conclusion...
And it most definitely involves current circumstances within my professional life
The decision is this: One day, I am going to write a book about how and why MRO management is pertinent from the low level line worker to the CEO.
The almost certain conclusion is that management books (at least ones that I have read) that involve an analogy of some kind (Ice Cream Maker, High 5, Leadership and Self-Deception for example) are (in my opinion) bland as a story.
Perhaps it is the preach-I-ness (I meant to spell it that way) of a fake business, with a fake problem implementing a proposed real solution that works in other businesses and will work in yours.
I am glad that Good to Great concepts work for your management team and that your business (if you have implemented the principles) has experienced a complete 180 in terms of communication and professional development, resulting increase sales, profit, employee retention, market share, product quality and every other metric we hold ourselves to, live and die by.
For the rest of us who may not experience the change in culture or financial direction from a 115 to 280 page booklet on management choices, perhaps the problem isn't knowledge, and perhaps the problem isn't what we think or believe it to be at all.
Perhaps this young buck see's another problem all together, and maybe, just maybe, it can't be solved with a clever proverb wrapped up in business principles and endorsed by Steven Covey. Perhaps 7 Habits works for you, perhaps it doesn’t.
Not all problems can be solved by business books on fake business and people. Perhaps, as a culture, we are unsure as to what true principles of leadership are or are too afraid to apply them. The point is this: to be successful, we have to look at the actual problem, the actual disease, not the symptoms.
Is your business not being successful because you have too much overhead? Are your products not being sold because the perceived quality in the market place is not where you would like it to be? Are you attacking travel and expense budget control, when the real problem is mudda and re-run on the production floor? Are you focusing on cutting cost, when your target market is way off of a profitable track? Do you have a profitable market base, but your not focusing on cutting costs?
We cannot leave root cause analysis up to the plants and production floors in order to be successful.
Back to my decision. I can write a short business book on management of MRO, preventative maintenance and how it will help an organization, wrap it up in a cute story about a made mega million company learning from a small auto-shop that a next door neighbor runs, and sell a few thousand companies. OR I can write an exceptional story about a real company whose name has been changed and how management of preventative maintenance and MRO contracts resulted in more up time, better quality, and all around better products and margins, leading an organization to greater levels of success...
More to come...
Come to an almost certain conclusion...
And it most definitely involves current circumstances within my professional life
The decision is this: One day, I am going to write a book about how and why MRO management is pertinent from the low level line worker to the CEO.
The almost certain conclusion is that management books (at least ones that I have read) that involve an analogy of some kind (Ice Cream Maker, High 5, Leadership and Self-Deception for example) are (in my opinion) bland as a story.
Perhaps it is the preach-I-ness (I meant to spell it that way) of a fake business, with a fake problem implementing a proposed real solution that works in other businesses and will work in yours.
I am glad that Good to Great concepts work for your management team and that your business (if you have implemented the principles) has experienced a complete 180 in terms of communication and professional development, resulting increase sales, profit, employee retention, market share, product quality and every other metric we hold ourselves to, live and die by.
For the rest of us who may not experience the change in culture or financial direction from a 115 to 280 page booklet on management choices, perhaps the problem isn't knowledge, and perhaps the problem isn't what we think or believe it to be at all.
Perhaps this young buck see's another problem all together, and maybe, just maybe, it can't be solved with a clever proverb wrapped up in business principles and endorsed by Steven Covey. Perhaps 7 Habits works for you, perhaps it doesn’t.
Not all problems can be solved by business books on fake business and people. Perhaps, as a culture, we are unsure as to what true principles of leadership are or are too afraid to apply them. The point is this: to be successful, we have to look at the actual problem, the actual disease, not the symptoms.
Is your business not being successful because you have too much overhead? Are your products not being sold because the perceived quality in the market place is not where you would like it to be? Are you attacking travel and expense budget control, when the real problem is mudda and re-run on the production floor? Are you focusing on cutting cost, when your target market is way off of a profitable track? Do you have a profitable market base, but your not focusing on cutting costs?
We cannot leave root cause analysis up to the plants and production floors in order to be successful.
Back to my decision. I can write a short business book on management of MRO, preventative maintenance and how it will help an organization, wrap it up in a cute story about a made mega million company learning from a small auto-shop that a next door neighbor runs, and sell a few thousand companies. OR I can write an exceptional story about a real company whose name has been changed and how management of preventative maintenance and MRO contracts resulted in more up time, better quality, and all around better products and margins, leading an organization to greater levels of success...
More to come...
