 As a person, I am a firm believer in the philosophy behind the Service-Profit-Chain model. Ultimately, it's the People who make the difference. If competent, motivated and driven, success is (almost) warranted, as this drives creativity, innovation, customer satifaction and with that profitability and growth.
However, to get people motivated and driven you do need to provide the with clear Direction, boundaries (values) and objectives. I am someone who likes to work from an underpinned and supported (by the major stakeholders) plan with a clear red line. A plan that is based (and continuously adjusted - agile) on sound input from:
- the people in- and arround (stakeholders of) the organisation: to get feedback about the ins and outs of the organization;
- Customers: to gain insight into customer satisfaction and customer needs;
- The industry in general: to see/feel the market dynamics, i.e. new upcoming technological developments; competitor behaviour and market trends.
Plans need to be translated into Processes and processes needs continous monitoring (PPI's) leading to process adjustments to ensure only effective & efficient activities are undertaken (Lean) in the organisation.
Non-of-the-above can be gained without mutual trust, both in- and outside the organisation. And trust starts with personal Integrity.
Irrespective of where the activity you are accountable for resides in the organisation (operational, tactical or strategic) this philosophy can be applied and is in my view the only way to book Progress.
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