What are the most frequent needs of clients, who have selected leading system – MBE?
- a new manager, who needs to take over quickly company leading and increase the organisation
- a manager, who has heard about Excellence while studying MBA and would like to apply it in his own organisation
- a manager, who needs to build systems a to be fewer dependant on people
- a owner, who wants to pass company control onto managers
- a manager, who wants to ensure results and finds a suitable leading concept
- a manager, who expects targets increase a who wants to prepare for it in time
- a manager, who needs get a clear competitive advantage
- we get a partial setting (e.g. targeting increse), but the change won´t be efficient without leading environment creation – therefore is implemented MBE.
What kind of client are typical in MBE projects?
There are people form all segments (pharmacy, retail banks, publising company, media centre, FMCG, services etc.)
The typical manager is a person, who wants get clear of operations, rush and monthly results delivering. A manager, who thinks in years who needs to lead his company to good results with presumption for further growth.
How many projects proceed just now?
Approximately 15 in different phases.
What a quick wins can we get?
Quick unified environment and clear setting for each level. Middle managers and executive staff are excited that they have clear setting and unified format.Quick improvement in reaching targets, because a manager likes a simple survey and he can see what is not realized.All have one format A4, where is everything what do you need. Quick decrease of operations, the number of emails and telephones.
It is simple to delegate – just copy a date-line into the individual plan of your subordinate
What is the contribution in a year and then?
A manager will see in 6 months, who works and who do not work and has clear presumptions for the right positions´ occupation and for rightly selected staff development. It is better to build a precise team on the beginning. You will see, if managers manage to work conceptually or not. Managers fill in often indicators into the individual plans and then they think that theirs workolad is done. It is not only a table, but it is a living tool with which is continuously worked – on conferences, on meetings.
What advantages and barriers are there?
You have to invest your manager time to creation of leading system. You have to solve operative problems, build a system, instuct your stuff to work with it at the same time. It is a opened system and it will need time to change it.
It is important to connect through indicators with reporting and motivational system. The change of the motivational system takes c. 12 months and reporing is more compilcated . A manager has to find a reserve solution, how to connect systems and take advantage of current setting in the period of exchange.
What is the influence of MBE on the organisational structure?
Until 6 months after MBE implementing you´ll see if the organisational structure is rightly occupied.
We recommend to clean up positions´ occupation and subsequent training of rightly selected staff in competence, to prepare handbooks for key situations and train staff in them. It is possible tu build an excellent team during 2-3 years. A manager can dwell on stregegy and a leading process and processes development can be delegated onto subordinates.