Who drives performance in business? Boards, Promoters, Management Teams, Operational Leaders, Employees, shareholders, Lenders and many more. Seems everybody is driving performance and do contribute whatever is expected from their role which should align with the overall objective. There are teams for various aspects of key function and these are headed by team leaders. This is the traditional concept and we continue to follow this today. Sometimes on failures of performance, it seems few of them have failed to deliver while few others have succeeded. Despite the clarity on roles you really cannot take a conclusion on this and fix responsibility as this becomes a silo-driven performance drive. In the era of digitization, business intelligence tools, integrated ERP, dashboards, instant reporting, and the connected shop floor is driven by Industry 4, can culture take over to drive performance? This is more important as we need to respond to the business issue instantly to be competitive. The right culture at each level can remove the practice to review performance and business review meetings on discussion and decisions. Can we connect silos of various functions working separately and bring each person to follow the right culture to drive the common goal? Can these silos have a common thread of performance culture? Let us examine this aspect based on evolving trends and how it can be possible.
This story is from the June 2020 edition of Consultants Review.
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This story is from the June 2020 edition of Consultants Review.
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