Dramatic as it sounds, the metaphor fits.
As a serial fixer, I’ve helped patch up more than a few leaky businesses. Years ago, I was asked by the number one elevator company in the world if I could help improve the profitability of their new equipment venture in North America. When I started, the business looked to be running well. With one or two exceptions, of the 90+ locations, none seemed to be lagging or draining resources. We were still losing money; at the time, those working in the industry had accepted that you almost had to give away the elevators to sell your service contracts.
When I dug a little deeper, I found the root of the problem: inefficiency.
While each of the company’s 90+ local offices in North America seemed to be operating effectively, there was a wide range of results between one office and the next in terms of performance and installation efficiencies. An organization-wide disconnect between sales departments, installation crews, and customers had made on-site miscommunications and confusion a norm at most locations.
Work crews rarely understood the details of what the owner or architect expected, and sales had no formal process in place to facilitate this communication. Sales staff would make assumptions about the conditions workers would face on the job site—but had no protocol to document said conditions, much less communicate them to the contractor and ensure that the projects’ unique needs were met. The uncertainty and inefficiency of the sales-to-installation process added on countless extra working hours, slowed completion, and had the potential to add significantly to the cost of completing the buildings.
It was a time-draining hassle for all those involved. Worse though, was the painful financial cost those small inefficiencies leveraged on the company, general contractor, and building owner alike. Once the team and I had implemented more efficient processes, we not only saved the company tens of millions of dollars in cost but also put it in a position to take on additional market shares.
Regardless of business specifics, my first step as an incoming CEO is always to find and plug any efficiency gaps—and while this example is a specific one, I firmly believe that its lessons apply across all industries.
Process Can Make or Break Your Budget
If a business seems to be running effectively and is still losing money, there may be flaws in the way it conducts its day-to-day work. According to one productivity study conducted by Loudhouse in 2015, the three primary culprits behind wasted time in the workplace are inefficient processes, unnecessary paperwork, and extraneous meetings.
For the elevator business discussed above, the issue lay primarily in process: namely, how information traveled between departments and expectations were communicated. To rectify the problem, we needed to tear down dysfunctional protocols and rebuild entirely new expectations for external and internal communication.
The sales team began working questions about efficiency and construction needs into initial conversations with the customer so that they could provide the installation crew with both the basic information they needed upfront and the site condition details that would allow workers to prepare and operate efficiently. We then facilitated discussions between the customer’s general contractor and the elevator installation team so that everyone shared the same expectations from the start.
This approach empowered the workers on-site to start work immediately upon arriving, hold contractors accountable for conditions they were promised and save time they might have otherwise spent correcting miscommunications or decoding customer needs. The saved time, boosted productivity, and improved client service more than justified the effort of implementing a more effective communication system.
Efficiency Demands Engagement
The new protocols for communication were effective. However, they might not have been if the disparate locations involved had been less willing to embrace change and break out of their geographically-distinct bubbles. Worker engagement fuels business success just as much as disengagement prompts business failure. Business leaders can outline detailed communication plans all day, but their efforts will come to nothing if their employees opt to isolate themselves within their teams.
When employees or teams are “siloed,” they have reservations about sharing information with those outside of their department and tend to keep important details to themselves. This closed-off perspective tends to form in companies that already have significant problems engaging their employee base. The business might, for example, lack a unifying vision or struggle with a backbiting-prone office culture. Ironically, a “Silo Mentality” could even develop as the result of employees’ cynicism over company-wide inefficiencies.
Whatever the cause, this closed-off atmosphere tends to hamstring any efficiency that does remain, lower morale, and sour company culture. If a business gives in to its cultural flaws and allows its teams to withdraw into silos, it will not be able to support internal communications or function efficiently as a whole. It falls to the central leadership to shatter the silos, re-engage team members, and build more effective channels for interdepartmental communications.
The Perfect Process Doesn’t Exist
There is no stopping point for improvement and innovation. Business needs shift, market conditions alter, and technological capabilities inevitably improve; processes need to evolve in response. If they don’t, businesses risk falling into corporate inflexibility and becoming, as entrepreneur Thomas Kim puts it, companies “that perform reasonably well and are completely dysfunctional.”
Old habits are reassuring in the business world, even as they hinder a company’s ability to remain competitive in an ever-evolving market. To quote business writer Drew Hansen on the matter: “Stability is rewarded. Change not only threatens to disrupt the current business but has the potential to lead to disaster. As a result, organizations continue to do as they’ve always done, even when it seems irrational to do so.”
Change comes part and parcel with business development. The processes I put into place for the elevator manufacturer were undoubtedly more efficient than their predecessors, but I never expected them to stay the same forever. When I returned to the industry years later, I found that the sales-to-delivery process I had built was not only still in place at the company, but it had also spread across the industry and undergone some significant changes in my absence. It needed to change and expand — and I was glad that it had.
“It works well enough for now,” should never be an excuse for remaining with outmoded processes. Adaptable companies take more risks and spend more time innovating than those who content themselves with subpar processes — but they also tend to survive longer. A company that can nimbly adapt to new circumstances will thrive; those that find themselves bogged down in efficiency-draining protocols will inevitably sink into failure.
Read more: How Your Corporate Culture Is Leaving Money On The Table
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