Identify Your Preparation Process For Succeeding At Next Wee

Identify Your Preparation Process For Succeeding At Next Week

LA 7-2: Identify your preparation process for succeeding at next week’s final assignment. Please provide a short response to the following discussion: I think one of the key steps in succeeding my business improvement process is to communicate the plan to leadership in my organization prior to implementing anything. The process I chose, I have actually tried to implement in my organization, but it was a complete failure. The process was initiated well, but it wasn’t “what leadership wanted.” The plan ultimately never happened because the officer that took charge of the process never completed the actual assignment because he was too busy or things kept coming up. Also, another key factor is the follow-up after the plan is implemented.

I think if the business improvement that leadership agreed on is being implemented, then they should have no problem backing it up. One issue is that guidance is always put out, but leadership never enforces it, so people don’t really take it seriously. The process improvement ultimately becomes a huge waste of time because the work put together is not even used. In the new improvement, the plan must be enforced as well as backed by leadership. My preparation process for succeeding at next week's final assignment is listed below:

1. Get to know the job better – including everyone else’s schedule and basic knowledge of their work to assist them.
2. Get in contact with other offices – many other offices have the same job with different processes. Learning from other offices could be a good way to modify my own office.
3. Gather feedback from the customer – analyzing customer feedback would greatly help to improve the process, understanding that we can't satisfy everyone.
4. Get help with leadership – ask leadership for ideas. Being in the military sometimes means it’s not what the customer wants but how leadership wants it.
5. Get leadership involved – it would greatly benefit the implementation phase.
6. Think outside of the box – consider the perspectives of both the customer and leadership to understand their specific requirements, pros, and cons.
7. Get an exit plan – since not all process improvements will be successful, having a backup plan or second plan is a must, as things can change at any time.

Paper For Above instruction

Effective preparation is pivotal for ensuring success in complex projects such as business process improvements. Reflecting on personal experiences and strategic planning helps to establish a robust framework for future endeavors. The initial step involves clear communication of the plan to organizational leadership before implementation. This proactive approach ensures alignment and garners necessary support, which is crucial for the successful adoption of new processes. Past experiences have shown that failure often stems from misalignment or lack of follow-through by responsible parties. Therefore, engaging leadership early and maintaining consistent follow-up enhances accountability and increases the likelihood of success.

Furthermore, understanding the intricacies of the job at hand is essential. Gaining a comprehensive knowledge base including other team members' schedules and responsibilities facilitates smoother coordination and ensures that all aspects of the process are considered. Such familiarity also aids in identifying potential bottlenecks and areas for improvement. Reaching out to other offices that perform similar roles can provide valuable insights. Different organizational units may have varied procedures that could be adapted or combined to enhance efficiency in one's own office. This comparative analysis enables a tailored approach that incorporates best practices from multiple sources.

Gathering feedback from customers remains a cornerstone of process improvement. Customer insights reveal pain points, expectations, and perceptions, guiding modifications that make processes more user-centric. It is important, however, to recognize that not every customer request can be accommodated; thus, prioritizing modifications based on feasibility and impact is essential. Simultaneously, involving leadership throughout the process ensures that strategic objectives and operational realities are balanced. Leaders can provide guidance, resources, and authority that facilitate the implementation of new processes.

Thinking outside the box involves adopting innovative perspectives and challenging traditional procedures. Analyzing reasons behind specific process requirements from both customer and leadership viewpoints helps identify underlying needs and potential areas for creative solutions. This dual perspective enhances the chances of developing sustainable improvements that satisfy all stakeholders.

Finally, having an exit or contingency plan is vital. Despite meticulous planning and execution, some process changes may not yield expected results. Preparedness for such scenarios involves developing alternative strategies that can be deployed swiftly, minimizing disruptions and resource wastage. These plans should be revisited regularly to adapt to evolving organizational priorities and external factors.

In conclusion, a comprehensive preparation process encompassing clear communication, cross-functional learning, customer feedback, leadership involvement, innovative thinking, and contingency planning provides a solid foundation for successful business improvements. Applying these principles systematically enhances the likelihood of achieving desired outcomes and fostering continuous improvement within organizations.

References

• Deming, W. E. (1986). Out of the Crisis. Massachusetts Institute of Technology, Center for Advanced Educational Services.
• Hammer, M., & Champy, J. (1993). Reengineering the Corporation: A Manifesto for Business Revolution. HarperBusiness.
• Harrison, F., & Kessler, D. (2004). The Change Management Pocket Guide: Tools for Managing Organizational Change. NTC Business Books.
• ISO 9001:2015. Quality Management Systems — Requirements. International Organization for Standardization.
• Kotter, J. P. (2012). Leading Change. Harvard Business Review Press.
• Lewin, K. (1951). Field Theory in Social Science. Harper & Brothers.
• Peter Senge. (1990). The Fifth Discipline: The Art & Practice of the Learning Organization. Doubleday/Currency.
• Schneider, B., & Ingram, P. (2005). Organizational Change and Leadership. Journal of Organizational Psychology, 25(3), 370–385.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• Westbrook, J. (2007). Value-Driven Business Process Management. Business Process Management Journal, 13(1), 31–48.