All posts by MSS

Procurement – The Ideal Candidate for Operational Transformation?

Every company pours a great deal of research, analysis, and resources into transforming their organization, asking themselves strategic questions: How can we accelerate our growth? How can we increase revenues XX%? How can we gain market share in our industry? Examine your operational support roles to ask: Are we getting the most out of our procurement organization?

John Wieser, MSS Business Transformation Advisory Sr. Consultant, details how the procurement function must fundamentally change with the growth of the organization to be either a decentralized, centralized, or blended procurement organization. Signals for change are easy to see. In decentralized organizations, a signal for change could include low workloads for the procurement function related individuals, while in centralized organizations, procurement processes are cumbersome and slow to operations and managers. John analyzes the different factors to determine the best type of procurement organization for your company strategy. Restructuring and transforming your organization to be as efficient as possible leads to dramatic benefits.

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Could Decision Fatigue Be Bogging Your Customers Down?

Could decision fatigue be a reason why your business is thriving, stagnating or failing?

In part 1 of his 3-part series on decision fatigue, Charles Zulanas, Sr. Consultant for MSS Business Transformation Advisory, describes ‘decision-making fatigue’ and how customers who have too many decisions to make can feed drained of physical energy. As a result, they are likely to make bad decisions or no decision at all due to decision paralysis. Charles describes how companies can ease the minds of their consumers by making the decision to purchase your product/service a no-brainer There are many ways of doing this, but among them include examples of monopolies such as Apple, Google, Facebook, and Netflix. Charles interweaves case studies to help any company to make it easier to penetrate any market. Part 1 of a 3-part series on decision-making, this article can help your company to find success in any industry.

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Accelerating the Shift Toward Exponential Leaders

Karen Walch, Ph.D., Partner at Clair-Buoyant™ Leadership, LLC and Co-creator of Quantum Negotiation Certification programs, explains how traditional leadership development programs put growth as a linear progression, primarily building cognitive capabilities, adding new skills, and awareness of new work values anchored in an ever-widening scope of practice. Karen asserts that leadership growth is not as linear as we might think, and linear development is no longer enough. The building block and orderly structure of leadership development and transformation is not as practical in application given the seeming paradoxes that CEOs encounter in business: driving growth AND managing costs; delivering short-term AND long-term performance; executing AND engaging others at the same time. Karen teaches executives how to adopt this way of thinking in the face of constant disruption to catalyze innovation from within and become more effective leaders and decision makers.

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A Cyber Security Program is not Insurance…

Getting pulled over and found without auto insurance can cost you hundreds, but getting caught without cybersecurity can cost you millions. Dr. Romeo Farinacci, Cyber Security expert and former Program Director for IT and Cyber Security at Grand Canyon University’s College of Science, Engineering, and Technology (CSET), talks about the importance of cybersecurity programs for your company. Farinacci makes the point, “Without effective cybersecurity tools and best practices in place (i.e. appropriate patches, periodic scans, or hardened network devices) the likelihood of data loss or intellectual property leaks as result of hacks, ransomware, viruses, or simple human errors in data management increases substantially, thereby reducing an organization’s profitability, market value, trustworthiness, and ability to be competitive.” He follows up by talking about the ROI on these types of programs and the savings down the road of programs like these. This article has been referenced by VP’s that needed evidence to support cybersecurity investments for their companies and it may prove worthwhile for you, too.

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10 Ways Leaders Can Sabotage Their Own Transformation Programs

David Lee, Executive Director of MSS Business Transformation Institute, discusses how the real problem in organizational transformation may come down to the CEO: their capability to make decisions or embrace those of other leadership, the ability to trust others, and the fortitude to hold the course. Often CEOs may not be willing to be the sponsor of transformation, often pushing that responsibility onto a junior member of the executive team, relieving the CEO of accountability. If led poorly, the energy to transform can exhaust everyone involved, spoil the working environment, and result in a huge turnover rate of the team members who favored transformation. David speaks about the 10 Ways Leaders Can Sabotage Their Own Transformation Programs based on his experience from his 30 years in corporate transformation showing that maybe “A leader’s ability to affect transformation across the organization depends on their ability to affect transformation within themselves.”

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Strategic Planning in a Dancing Landscape

David Lee, Executive Director of MSS Business Transformation Institute, compares how planning in a complex organization is often like battling the waves of the ocean. Lee quotes Dwight D. Eisenhower, “In preparing for battle, I have always found that plans are useless but planning is indispensable.”

After organizations have started their new business, assessed the many options available, the landscape of business seems to change faster than you can change. Now you have many products across multiple markets and numerous partners and when you make a decision your competitors are countering. Forces you have no control over and seem far away are having major impacts on your business while opportunities you may never have considered are coming your way. Meanwhile, there may also be disruptors you cannot see or predict creating new types of competition. Lee, one of the leading instructors in PROSCI™ Change Management in the United States, shows how leaders can adapt in a complex world.

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From Around The Web: Automating Legal Services

The legal system is often considered to be the most complex and convoluted system to deal with. Upfront fees and costly hourly rates for lawyers can make it difficult to come up with the money to pay for the services. Many people do not understand their rights as citizens and as a result, do not know they could receive a reduced fine, have a ticket dismissed, or not be required to appear in court, and without paying substantial legal fees in the process. In a world that continually seeks free or discounted services, artificial intelligence may provide the answer.

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3 Steps to Overcoming Resistance and Managing Organizational Change

Do remember a time when you resisted change? What was the reason?

Today you are the leader of change and you are on the other side of it. How do you feel about resistance now? Too many leaders forget those times when they were at the opposite end of change. But now you are leading a major transformation and your view is different.

Despite what popular surveys may indicate, employees want leadership. Especially in times of transformation. Just as the CXO is responsible for the financial success of a company, so too is he/she responsible for the “people” success of the company.

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