Possible scenarios for the implementation of regular management
Posted: Wed Jan 22, 2025 8:57 am
The question probably arises: does it make a difference in what order to implement innovations when trying to master regular management, given the size of the enterprise and the number of employees? The answer is yes, of course. There are five variants of different scenarios that differ depending on the scale and order of actions.
There are also general principles of how to select the divisions of the enterprise into which regular management will be introduced. Simple rules:
It is necessary to determine which departments in the company play the most important role, and which ones are responsible for management and decision-making.
Introduce the principles of regular management there first.
The part of the management how overseas chinese contribute to business in the usa that begins to master tactics will become more demanding of the quality of work in relation to neighboring departments, so they will have to comply and adapt to the new conditions.
It is also necessary to carry out work to prepare for changes in those areas of the company where implementation has not yet occurred. To do this, it is necessary for people in management positions to review the results of neighboring departments, analyze their actions through the prism of regular management, and be aware of how the competencies of specialists are changing with the help of a special training program.
Case: VT-metall
Find out how we reduced the cost of attracting an application by 13 times for a metalworking company in Moscow
Find out how
Let's take a closer look at possible scenarios for how regular management can be introduced.
"Pilot project"
An independent, separate department of the company is defined in order to implement the principles of regular management.
If everything goes well in it, then it is possible to move on to other scenarios.
Pros:
Testing is carried out with minimal investment.
The manager and his team have the opportunity to gain experience and practice.
Cons:
In an independent department of a company, introducing a new practice can take quite a long time - 6-8 months. Most often, when they think about introducing regular management, the problems reach such a scale that there is no time for a trial project.
A company may not have such a separate department, since most often they are still interconnected.
The scenario is relevant for cases when the company has time for a trial period, which happens rarely.
Scenarios for the implementation of regular management
"Sequential Script"
What is the meaning:
Same as Pilot Project, but applicable to all departments of the enterprise.
As you can see from the name, the essence is in the consistent application of the above measures to all departments. As soon as regular management is introduced and brings some minimal results, you can move on to the next department and repeat the operation.
Pros:
The risks are minimal, the departure of ineffective personnel will be smooth and even.
Cons:
A very, very long time. If the first scenario recommends implementing regular management within 6-8 months, then imagine how much time will pass in this case.
To summarize:
The length of the process still makes this scenario very ineffective, since in a competitive environment, waiting for each department to achieve the planned result can have the opposite effect and roll back the process.
There are also general principles of how to select the divisions of the enterprise into which regular management will be introduced. Simple rules:
It is necessary to determine which departments in the company play the most important role, and which ones are responsible for management and decision-making.
Introduce the principles of regular management there first.
The part of the management how overseas chinese contribute to business in the usa that begins to master tactics will become more demanding of the quality of work in relation to neighboring departments, so they will have to comply and adapt to the new conditions.
It is also necessary to carry out work to prepare for changes in those areas of the company where implementation has not yet occurred. To do this, it is necessary for people in management positions to review the results of neighboring departments, analyze their actions through the prism of regular management, and be aware of how the competencies of specialists are changing with the help of a special training program.
Case: VT-metall
Find out how we reduced the cost of attracting an application by 13 times for a metalworking company in Moscow
Find out how
Let's take a closer look at possible scenarios for how regular management can be introduced.
"Pilot project"
An independent, separate department of the company is defined in order to implement the principles of regular management.
If everything goes well in it, then it is possible to move on to other scenarios.
Pros:
Testing is carried out with minimal investment.
The manager and his team have the opportunity to gain experience and practice.
Cons:
In an independent department of a company, introducing a new practice can take quite a long time - 6-8 months. Most often, when they think about introducing regular management, the problems reach such a scale that there is no time for a trial project.
A company may not have such a separate department, since most often they are still interconnected.
The scenario is relevant for cases when the company has time for a trial period, which happens rarely.
Scenarios for the implementation of regular management
"Sequential Script"
What is the meaning:
Same as Pilot Project, but applicable to all departments of the enterprise.
As you can see from the name, the essence is in the consistent application of the above measures to all departments. As soon as regular management is introduced and brings some minimal results, you can move on to the next department and repeat the operation.
Pros:
The risks are minimal, the departure of ineffective personnel will be smooth and even.
Cons:
A very, very long time. If the first scenario recommends implementing regular management within 6-8 months, then imagine how much time will pass in this case.
To summarize:
The length of the process still makes this scenario very ineffective, since in a competitive environment, waiting for each department to achieve the planned result can have the opposite effect and roll back the process.