Principles

Grant Sommerfeld is in a better position to help clients who share a few fundamental beliefs.

• Processes determine employee effectiveness. TQM got at least one thing right when they said that 85% of an employees effectiveness was determined by the process they use to perform their job. Getting the work flow right is an essential step in any drive to improved organizational effectiveness.
• Measurement is a key to organizational effectiveness. If you can’t measure it you can’t manage it. If you can’t manage it you can’t change it. If you can’t change it you can’t improve it. Measures tell an employee what management believes is important. Therefore measures should be used as a both communication and management tool.
• Organizations are complex systems. Unintended consequences and resistance arise when change doesn’t address cross-functional interests and needs. Everything is interconnected in modern organizations and technology has extended that interconnectedness to customers and suppliers.
• Everyone affected needs to be involved. Long lasting change requires a commitment from all staff. At some level they need to be engaged in any significant change if they are to be expected to support it later.
• The closer a person is to the problem the more information they have about it and the ultimate solution. There is an untapped repository of knowledge, ideas and energy among front line staff.
• People want to do a good job. They need to know what is expected of them, a means for them to monitor their own performance, sound work processes, the right equipment, and an ability to influence their work environment.