Many companies boast about their cultures of innovation. They incorporate creativity and openness into their mission or values statements. They reward employees for new insights and ideas. They hire and promote for innovation. Yet despite such measures, they find that their teams remain stubbornly locked in place, struggling to generate new ideas and to execute even minor change initiatives.
My friend was frazzled. She had joined a large, consumer-facing organization, where she was immersed in the exciting work of redesigning the customer journey map. But she faced a major obstacle. Line managers were accustomed to doing business the old way. They knew how to get things done in that environment. They felt comfortable with leading and managing outcomes. How could she help these managers through the trouble and emotional turmoil of learning something new even as they continued to deliver on significant business expectations?
Most turnaround work occurs during the execution phase—but key activities performed during the shutdown, cleanup, and startup phases (SCS) can make or break a turnaround’s success.
These portions of the turnaround should require a fraction of the time to complete, compared to total turnaround time. But poor planning and execution of blind lists, procedures, permits, or chemical cleaning work scope quickly lead to longer durations and higher cost.
Several years ago, we surveyed two dozen CEOs about what they thought were personal qualities instrumental to successful leadership. Their reflections on this topic surfaced 6 Personal Qualities Instrumental to Successful Leadership. Read More
For each turnaround, you probably form a “turnaround team” for planning, scheduling, execution, and look-back. This team typically includes various organizational functions, meets often, and is responsible for the turnaround’s success.
Some expected benefits from a turnaround team include:
Unfortunately, these benefits are often taken for granted or even overlooked, so many benefits of the turnaround team may not be fully realized. Read More
Nationally known voice on generational differences in the workplace Kim Huggins, was recently interviewed by Generis (an organizer of business summits including the American Manufacturing Summit) on the topic of Leading A Multi Generational Workforce in Manufacturing.
You can read the interview here.
Learn more about Kim Huggins here.
Read Kim’s blog posts here.
The effective, efficient, and safe performance of contractors is critical to superior turnaround performance; their performance can often make or break the cost and duration of your turnaround. Like most of our clients, you probably train and orient your contractors—before a turnaround begins—in your company’s policies, safety procedures, work rules, quality standards, and culture. While this initial training is vital for getting off to a good start, our experience has been that the oversight and monitoring during the turnaround is even more important for ensuring top performance.
The storm I’m talking about isn’t a tornado or hurricane, but rather a “perfect storm” in the battle for talent. A tightening labor market combined with baby boomer retirements is adding up to significant talent gaps at many companies. Younger workers are often not ready to take over in leadership positions. Meanwhile, they are becoming frustrated with perceived shortfalls in the leadership development opportunities available at many companies. Read More
By: Charles Carnes, Senior Partner; Brian Cole, Principal; Krystyna Riley, Senior Consultant
Even the best-planned turnarounds experience some late scope; discovery work, compliance work, and last minute process optimization opportunities are par for the course. In highly disciplines companies it’s common to anticipate late-scope of up to 7%, which is often seen as a best in class industry benchmark.
By: Amy Durgin, Ph.D., Associate Consultant; Marcia Dolby, Sr. Principal; Carolina Aguilera, Ph.D., Principal
You’ve heard it a thousand times. How athletes use positive self-talk to eliminate pre-game jitters and improve their performance on the field.
What if we told you that self-talk is a powerful tool in business too? By modifying one simple habit you can flip a switch in your brain and improve the quality of your decision-making and subsequent on-the-job performance.