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The Four Faces Of Leadership
Leadership, that is consistently making the numbers, consists of four competencies represented by the acronym VIMP. These competencies are vision, interaction, motivation,and politics. Other aspects of leadership involve grasping the "rhythm and beat" of an organization, learning how to manage by walking or flying around, keeping employees "brains in the game," maintaining consensus in organizational change situations, and always being ready to share financial success.

Other technological improvement Related Articles

Electronic Execution of Franchise Documents and E-Disclosure
The global proliferation of e-commerce legislation confirms that governments have become increasingly aware of technological innovation and its centrality to modern corporate commercial transactions. However, despite the progress that has been made in the practice and regulation of electronic business, some specialties are just beginning to share in its rewards. This article examines the history of electronic business as it applies to franchisors, with a view to the impact legislative and technological change will have on the franchisor-franchisee relationship. peter macrae dillon Siskinds franchise franchisor franchising lawyer attorney Toronto Ontario Canada www.franchiselaw.ca
Change Management
In order for a company to be a success, change is necessary. Without change, of course, companies cannot better themselves, provide more opportunities and prosper. Change, of course, can be negative, but improvement requires change and improvement is what all companies should strive for. But what about the transition that comes with change?

The Service Factor during Economic Turbulence
Improving and maintaining good customer service is not an exciting endeavor. It involves detailed study and steadfast execution rather than temporary brilliance or inspiration. Therefore, customer service improvement is fundamentally an effort of continuous improvement. You must develop a basic competency in process improvement to attain and sustain high levels of customer service. This means that it is absolutely critical during tough economic times that you don’t make the mistake of cutting resources that support service excellence in your attempt to control operational costs.
Networking
Although technology has become increasingly important in recent years, the importance of relationships in business has not changed. Upon reflection, it appears that we have taken the following path. Technological Era --> Industrial Era In fact, it has been predicted that over the next ten to fifteen years, we will see a new era emerge; that being the era of the relationship in doing business. It is estimated that the relationships we have in business with our customers and within organisations will be the key differentiator for businesses worldwide. Technological Era --> Industrial Era --> Relationship Era
Mobile Payment Services
Many users today trust their mobile more than their bank when it comes to handle money. Mobile payment, also called M-payment or m-payment, is at forefront of this technological innovation, development and establishing this element of trust and security. The improvement of security has seen the use of mobile funds transfer and transactions increase both in quantity of goods and services purchased, as well as value.

Continuous Improvement
Firstly, this article asks the question ... "Is Continuous Improvement possible?" With a slight caveat ,the answer is 'yes'. It then sets out how you can achieve continuous improvement - without adopting any of the commercial 'methodologies, without using expensive consultants. You will , of course, have to put in some effort ... mainly thought! But it is possible - for any busines.
When Lean Thinking Fails
Most of us are familiar with the term "Lean Thinking." The technique for making continuous improvement has been around for nearly 30 years, and it produces remarkable progress in any organization when it is applied correctly. There are numerous examples of how a well-engineered Kaizen event can yield a more than 50% improvement in productivity in a single week. My observation is that there are nearly as many failures of lean programs as successes. This article outlines some reasons why.
Change Management Can Lead to Rigidity and Resistance to Change
Beware of formal organization improvement or "change management" (an oxymoron) plans. Like strategic plans, organization improvement or change management plans can reduce an organization's effectiveness. They can lead to rigidity, bureaucracy, and resistance to change. This sounds like an argument against planning. It's not. We have found that constant and ongoing personal, team, and organization improvement planning is vital. But too many "change management" and improvement plans are built on the same faulty premise as strategic planning - that there is a right path, which can be determined in advance and then implemented. We often hear managers declare that they have the right strategic or improvement plan, but the reason things aren't going according to plan is because of "execution problems." This is a deadly assumption.
Process Management Pathways and Pitfalls (Part Two)
Make sure all your process improvement activities are clearly and tightly linked to your strategic imperatives. Each effort should also have highly focused and specific improvement goals (that are an aggressive, major stretch) and measurements. Establish feedback and follow-up steps for each process management and improvement team.

Why Most Change Programs and Improvement Initiatives Fail
Many team and organization change and improvement efforts are lost or badly bewildered. Decades of studies have consistently shown that 50-70 percent are failing. There are as many reasons that improvement endeavors lose their way, as there are people, teams, and organizations trying to improve.
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