Management Revolution


During a recent stroll through the Internet catching up on industry news and trends, I stumbled upon the infographic shown above.  That image presents a great deal of information, but the piece that stood out to me was the definition near the top:

Management – The organization and coordination of the activities of a business in order to achieve defined objectives.

It’s those last two words that stood out to me:  “defined objectives”.  What does that mean?  As a company you might have a defined objective to “be the preferred provider of [enter your product or service offering here] in the nation.”  If so, what does that mean?  Does it mean that everyone buys your product?  Does it mean that at least half of the people with a need for your product choose you?  This is where the Business Intelligence (BI) Analyst in me takes over.  If you are going to set an objective or a goal for your organization you need a number.  You need a metric.  You need a deadline.  Otherwise, how do you know whether or not you have been successful?

In the infographic’s comparison of Traditional Management Style versus New Management Style there are multiple items that refer to the changing role of the employee.  Employees today want and expect to be treated as integral to the success of an enterprise.  To that end, it is critical that the goals of the organization be shared with everyone.  It is extremely difficult to reach a destination if you don’t have everyone steering in the same direction.

At LÛCRUM, clear goals around financials and customer satisfaction, along with a timeline to achieve them, have been developed.  These metrics have been shared with the entire organization.  In fact, each employee has been provided with a small card that concisely states these goals along with our company’s purpose, values, and vision.  Everyone is encouraged to carry this card with them everywhere they go as a reminder.  Once the specified date has been reached we, as an organization, will have no question as to whether or not we met our goal.

What are your organization’s “defined objectives?”  Do you have measurable goals to determine your success?  If so, are they closely guarded secrets of the management or is everyone invested in achieving them?  Can you approach any individual at your company and reasonably expect them to be able to provide you with key success measures of the organization?


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