tag:blogger.com,1999:blog-86395852510998015892024-03-16T11:50:41.442-07:00FM & BeyondThoughts on the Practice of Facility Management and LifeKen Burkhalterhttp://www.blogger.com/profile/17970117261303622795noreply@blogger.comBlogger239125tag:blogger.com,1999:blog-8639585251099801589.post-22550047809511068342012-12-30T21:10:00.000-08:002013-01-05T14:13:30.405-08:00<div dir="ltr" style="text-align: left;" trbidi="on">
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Ken Burkhalterhttp://www.blogger.com/profile/17970117261303622795noreply@blogger.com0tag:blogger.com,1999:blog-8639585251099801589.post-49955281287858863722012-10-29T08:55:00.001-07:002012-10-29T08:57:21.483-07:00FM Providers Have Changed, It’s Time for RFPs to Change As Well<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;"><i>This week's article comes to us courtesy of Ron Segura, President of Segura Associates. Ron's expertise in helping clients evaluate and improve their FM services is well known in the industry. As you read his article think about your own RFP process and the expectations you have of your service providers. Are the two in alignment?</i></span></div>
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<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgq6phn7Fn88-rXlCp7tZiPXSDM9E4oGbIfc7hezsWXAmmanbpBVImD02qOsPk0esBFjE6DebvPXhlpUXwOuZb0NGdC39lDRX3y8y3tkNNyCuOV0TQx0fm94YJdjpsVNNV9cZBff4n9hhAO/s1600/2011-03-21+16.29.01-1.jpg" imageanchor="1" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgq6phn7Fn88-rXlCp7tZiPXSDM9E4oGbIfc7hezsWXAmmanbpBVImD02qOsPk0esBFjE6DebvPXhlpUXwOuZb0NGdC39lDRX3y8y3tkNNyCuOV0TQx0fm94YJdjpsVNNV9cZBff4n9hhAO/s200/2011-03-21+16.29.01-1.jpg" width="150" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Ron Segura</td></tr>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">Once
upon a time a janitorial company was a janitorial company. Firms in those days
didn’t think to venture into integrated pest management or landscaping
services. But today it’s a different story, and comprehensive facility
management (FM) is the name of today’s game.<o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">Clients
now expect FM contractors to bundle services such as landscaping, integrated
pest management, sustainability, HVAC services, general repair work, and more.<o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">A
cleaning company that does not want to grow continues offering a narrow scope
of services. But FM service providers with an eye toward the future uncover
ways to provide multiple services either in-house or through strategic
alliances with other service providers.
By partnering with a pest management company or an HVAC firm, FM
contractors can offer multiple services and pass on cost savings and
efficiencies to their customers. <o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">While
FM contractors are providing more services than ever before, RFPs from clients
have yet to catch up. Often RFPs include specs cut and pasted from RFPs the
client found on the Internet. Sometimes these specifications include outdated
information or processes that are cost prohibitive to provide. These poorly
thought out RFPs box the contractor in, making it difficult or even impossible to
provide the services the customer really wants.<o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">"Too
many well-intended managers are pressed for time and put together RFP's based
on what they believe to be a ‘universal’ standard -- the cut and paste
approach,” says Richard M. Fineo, MCR, director of development at DTZ-a UGL
Company.<o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">He
continues, “Often times an old bid, or even a neighbor/colleagues bid, will
appear to save the responsible party time in the preparation of the RFP and
seem sufficient. The problem with this is that the specifications, which should drive the costing become an ‘approximation’ of what is called for -- a sort
of ‘wink and nod’ at what is really needed.”<o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">There’s
little continuity when RFPs are put together this way. There may even be
contradictions within the specifications themselves. For instance, the RFP
might specify monthly stripping and waxing, but the industry doesn’t strip and
wax anymore, it strips and finishes (or coats) the floors. This is also no
longer done on a monthly basis because it’s not cost effective and there’s no
need to with today’s more effective products. Those issuing the RFP falsely
believe that in order for floors to look good, they need to be stripped and
refinished each month, but what they really require is a solid floor
maintenance program. <o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">If
FM contractors try to adhere to these RFPs, their cost estimates may be higher
than the client wants. Or they may cut corners to come in at a lower price,
and then the client isn’t getting the services they really need. <o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">“If
there was EVER a good time to bring in a consultant, it is during the critical
RFP preparation stage,” Fineo adds. “Adherence to the RFP will become the
strongest evaluation tool, and if it does not truly reflect the needs, wants
and expectations of the person issuing the RFP, and ultimately the award of
service, then the entire process is flawed.”<o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">There
clearly is a need to change the entire RFP process and to reduce the window of
time needed to move through to the end where a bid is awarded.<o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">A
few years ago Stanford University revamped its RFP process with extremely
positive results.<o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">The
first step of their process was to pre-qualify service providers to narrow the
field of qualified bidders to a list of ten. This list should include companies
with solid reputations and weed out those with less than stellar ones. Once
these companies have been identified, the bidding agency should send out
correspondence stating their intent to go out to bid for these services and
request FM contractors to supply company information or marketing materials
that demonstrate their interest in the work and their capability of carrying it
out. <o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">Those
FM providers that respond are then afforded an opportunity to give a half-hour
presentation on predetermined topics. Stanford allowed potential bidders to
talk on four things: sustainability and their company involvement in this
initiative; communication processes in place; technologies and products used in
the performance of duties; and the transition process used to set up new
accounts. <o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">These
presentations are evaluated by an RFP team, which might include a
representative from the facility management department, the site manager who
directly receives complaints or concerns from occupants, a quality control
person, an outside service provider, and possibly a contract administrator or
financial representative. <o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">After
the presentations, the RFP team scores the results and narrows the field of
potential bidders to three, with the incumbent as a fourth. Many times the
scoring methods used in this process utilize complex matrixes that dilute the
evaluation until it becomes labor intensive and mechanical and decisions are
based solely on price. Stanford kept the process simple and scored presenters
from one to five on their green program, transition plan, training program and
communications process.<o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">It
is then and only then that these firms would have an opportunity to bid on the
RFP. The advantage is that instead of having 10 companies submitting bids,
there are only three and these companies are prequalified to do the work.<o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">Before
providing the narrowed field of FM providers with an RFP, the RFP team will
have reviewed its specifications and adjusted them as needed. The
specifications will provide adequate information on building statistics and
cleaning frequencies and reflect whether or not there will be a need for green
or sustainable services. Stanford’s team combed through its existing
specifications and found their current provider was not addressing some areas.
These areas had been an issue on an ongoing basis and a cause for complaints.
They adjusted their RFP to address these issues to better reflect the services
Stanford required. <o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">RFPs
must be specific. If there are sustainability concerns, for example, the
specification should list the goals the agency wishes to reach. Do they want to
be LEED certified? Do they hope to use greener chemicals and cleaning
processes? Is recycling important? How much do they hope to divert from the
waste stream? Is saving water or energy a goal?<o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">"Any
good RFP also allows for input on the part of the bidder, an opportunity for
the responsible bidder to go beyond the RFP and advise as to new methodologies
and efficiencies that could potentially save money and improve performance,”
adds Fineo. “This is an opportunity for free advice. Why wouldn’t you ask for
it? It can be an indicator of whether or not your RFP respondent will become a
true 'partner' or just a contracted service provider.”<o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">And
herein is another advantage of working with fewer bidders in the RFP process.
There is an opportunity to work with them more closely to ask for advice and
pick the brains of these experts. A good service provider will seize this
opportunity to point out concerns within the specs, such as the need to strip
and wax floors monthly. <o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">Ask
tough questions of those applying for the job, adds Fineo. "I welcome RFPs
that include questions about recent losses. What have YOU (the vendor) lost
recently, what was the reason and what did you learn from the experience?” he
says. “I've landed more than a few contracts by being able to articulate the
lesson, albeit painful, of an account that ended with a cancellation and how
our approach in the future would include the lesson learned.”<o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">Price
is important but not the only thing, Fineo stresses. "Very often the
responses to an RFP will be reduced to a matrix of the financial piece -- and
little else,” says Fineo. “If the one and only goal of the company providing
the bid is saving money, an unfortunate position to be sure, this should be
made clear from the onset. If instead, the bids are honestly going to be
evaluated for value that includes experience, innovation, sustainability, and
of course financial value, etc., you can see the special importance attached to
an RFP that reflects these desires and concerns.” <o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">If
companies truly desire FM contractors to bundle services, their RFPs need to
reflect that. Developing a bidding process similar to the one used by Stanford
can help companies get the services they desire at a price they can afford.<o:p></o:p></span></div>
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<b><i><span style="font-family: "Verdana","sans-serif"; font-size: 10.0pt; mso-bidi-font-family: Arial;">Ron Segura –President of Segura & Associates</span></i></b><i><span style="font-family: "Verdana","sans-serif"; font-size: 10.0pt; mso-bidi-font-family: Arial;"> is a Consultant who assists
its client’s in analyzing</span></i><i><span lang="EN" style="font-family: "Verdana","sans-serif"; font-size: 10.0pt; mso-ansi-language: EN;"> outsourced and In House cleaning programs, and assisting in the
development and leadership of the RFP Process.<o:p></o:p></span></i></div>
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<i><span style="font-family: "Verdana","sans-serif"; font-size: 10.0pt; mso-bidi-font-family: Arial;">Website: rsegura@seguraassociates.com</span></i><i><span style="font-family: "Verdana","sans-serif"; font-size: 10.0pt;"> <o:p></o:p></span></i></div>
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<i><span style="font-family: "Verdana","sans-serif"; font-size: 10.0pt; mso-bidi-font-family: Arial;">E-mail: </span></i><i><span style="font-size: 10.0pt;"><a href="http://www.seguraassociates.com/"><span style="font-family: "Verdana","sans-serif"; mso-bidi-font-family: Arial;">www.seguraassociates.com</span></a></span></i><i><span style="font-family: "Verdana","sans-serif"; font-size: 10.0pt;"><o:p></o:p></span></i></div>
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Ken Burkhalterhttp://www.blogger.com/profile/17970117261303622795noreply@blogger.com2tag:blogger.com,1999:blog-8639585251099801589.post-86464879423050784082012-10-22T10:07:00.000-07:002012-10-22T10:07:14.322-07:00The Shift from Service Provider to Integrated Alliance Partner<div dir="ltr" style="text-align: left;" trbidi="on">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgphKYrMjoIxh-5XTjvwhYgsgVEJHWNO9mcBbZXk-MM0U9FTH5OTpgnnK0ckQQl1TYK2uoPPxbJlgRQxjSWyGy-8utxDKk48sb8jdjZBb_Z7IJzhoWrQMPhNbD-FV6B3YgYekjnETQfXHXo/s1600/integrated.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgphKYrMjoIxh-5XTjvwhYgsgVEJHWNO9mcBbZXk-MM0U9FTH5OTpgnnK0ckQQl1TYK2uoPPxbJlgRQxjSWyGy-8utxDKk48sb8jdjZBb_Z7IJzhoWrQMPhNbD-FV6B3YgYekjnETQfXHXo/s1600/integrated.jpg" /></a><br />
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt; line-height: 115%; mso-fareast-font-family: Calibri;">As end users become more sophisticated in
their operations they understand through experience the real advantages of
optimizing product delivery processes.
It is natural that they should want to extend those advantages to key
services, both provided and received.
Supply Chain Management (SCM) is often thought of as a manufacturing
discipline, which it indeed is. Today,
however, SCM principles are being adapted to the services side of business as
well, with rewards and dividends to both sides of the provider / end user
relationship.<o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt; line-height: 115%; mso-fareast-font-family: Calibri;">For many this is a fundamental change
requiring acquisition of new skills, knowledge, and mind sets. These folks must learn to walk first, but
getting up to “business speed” cannot take too long. Others have the requisite skills and knowledge
but need to extend them to new areas of their business. In both cases, overcoming ingrained cultures
running counter to the initiative is paramount and something that should be
thoughtfully done.<o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt; line-height: 115%; mso-fareast-font-family: Calibri;">Across industries and market sectors companies
are looking for service providers who want to partner with them at new
levels. Whether the end product is
machinery, financial services, a new building, or operational in nature;
optimizing the delivery process is now a holistic agenda that encompasses all
required resources.<o:p></o:p></span></div>
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<b><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt; line-height: 115%; mso-fareast-font-family: Calibri;">What Is
Driving Business Integration?<o:p></o:p></span></b></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt; line-height: 115%; mso-fareast-font-family: Calibri;">For starters, better educated and more
demanding customers. As organizations
improve internal management systems and mechanisms they develop new
intelligence about themselves, their competition, customers and yes, service
providers. Business intelligence is a
greater differentiator now than ever before.
Process improvement, Six Sigma, metrics programs and other initiatives
of their ilk are changing the way we understand and organize our work. As that intelligence matures it begins to ask
new questions, test new ideas, and probe for new advantages. Extending that intelligence beyond the
boundaries of your own organization by challenging business partners to match
it in their domains and align their processes with yours is a natural next step.<o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt; line-height: 115%; mso-fareast-font-family: Calibri;">Competitive intensity has increased in recent
years, partially the result of economic stress. Focused by the need to survive some
companies have pared away non-core businesses, reduced or expanded offerings,
or taken advantage of opportunities to expand and grow. Behind all of these strategies is a single
imperative – succeed when others do not.
The oft-quoted exhortation to “Never let a good crisis go to waste” has
been taken to heart. These activities amount to a reshaping of business, each
incidence an opportunity to streamline processes. Many companies have gone after these
opportunities with zeal and more often than not they challenge their business
partners to match them stride for stride.<o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt; line-height: 115%; mso-fareast-font-family: Calibri;">Customers seek to minimize the number of
business relationships they must manage.
Their goal is to lower the amount of management friction that is applied
to the business of doing business. As a
result, strategic business alliances often form in which multiple businesses
collaborate in competition against other alliances. It’s not just your company competing for
business anymore, it is your alliance competing against other alliances. That means each alliance partner has a vested
interest in each partner’s business performance; and it motivates alliance partners
to plan, act, measure, and communicate in similar fashion. You cannot do that when your processes,
standards, and tools are different.<o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt; line-height: 115%; mso-fareast-font-family: Calibri;">Fulfillment of customer requirements has
always been the primary business purpose - it has not always been the primary
business activity. Although SCM began as a manufacturing discipline, business
in general is moving from a production-based model to a fulfillment-based
model, improving business speed and alignment.
The foundational principle at work here is that of connectivity,
creating networks of entities that share business intelligence and act together
in synchronized fashion. As this model
moves further down the chain efficiencies and advantages are increased to the
advantage of all in the network.
Inherent in this model is the recognition that individual firms depend
upon resources controlled by others in the network.<o:p></o:p></span></div>
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<b><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt; line-height: 115%; mso-fareast-font-family: Calibri;">Integration
Tools<o:p></o:p></span></b></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt; line-height: 115%; mso-fareast-font-family: Calibri;">Deployment of secure and integrated
information technologies across the customer – provider alliance enterprise
enables process synchronization and speeds the flow of information. In classic terms, such seamless operating
protocols make pulling resources vs. pushing them possible, thereby avoiding
stranded investments for inventory, space, and management systems at each level
of the alliance.<o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt; line-height: 115%; mso-fareast-font-family: Calibri;">Common measurements and language are critical
elements. Each partner in the alliance
may elect to retain measurements they feel are uniquely important to them but
which are not relevant to other partners; all partners, however, should adopt
common measurements and language for tracking and reporting enterprise
activity. If, for example, the
customer’s five most important Key Performance Indicators (KPI’s) are expressed
as cost per end unit or cost per revenue unit, then the alliance partners
providing support services to the customer should provide measures of their
business that feed into the customer’s metrics in similar fashion and language.<o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt; line-height: 115%; mso-fareast-font-family: Calibri;">The human part of the equation requires
specific attention. The degree of
transparency required can be a challenge.
Sharing business intelligence and allowing visibility and integration of
key processes may be a new dynamic for some.
Employing managers who have a collaboration orientation, are comfortable
working with a range of technology systems, and who understand process design
should be a priority for any firm engaged in an alliance business model. Linking compensation to alliance performance
strengthens the leverage towards implementation of cross-enterprise best
practices.<o:p></o:p></span></div>
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<b><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt; line-height: 115%; mso-fareast-font-family: Calibri;">Information
is the Currency of Integration<o:p></o:p></span></b></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt; line-height: 115%; mso-fareast-font-family: Calibri;">Integrating and managing the supply chain
seeks to assure that the right part shows up at the right place, at the right
time. The goal of services integration
is to speed information to the point of need exactly when needed, thereby
enabling the deployment of services in the most efficient manner. The opportunity to integrate services to the
level discussed here is enabled primarily by technology and information
systems. Information becomes knowledge,
and knowledge becomes wisdom. Wisdom,
when acted upon correctly and speedily, becomes advantage.<o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt; line-height: 115%; mso-fareast-font-family: Calibri;">Condition-based service management systems
proliferate today. I get an email from
the car dealership with an appointment date and time when it is time for an oil
change in my vehicle; not based on distance driven or elapsed time but on the
actual condition of the oil and operating conditions of the engine, and on the day
of the week and time of day I prefer based on the history of previous visits. Sensors communicate automatically when set
parameters are reached, triggering a process that results in my pulling into a
service bay. In building management an
exact parallel occurs when an outsourced HVAC maintenance provider is
dispatched to service a unit by automated sensors linked to intelligent
building systems. This model can be
applied at multiple levels, even to stocking paper for copiers. The fact that cloud computing largely
eliminates the cost of deploying these technologies is speeding their adoption. Service vendors lower inventories, redeploy
capacity, and reduce costs. Customers
have greater visibility, can forecast more accurately, and have more control
over cash flow.<o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt; line-height: 115%; mso-fareast-font-family: Calibri;">The philosophies behind service chain
integration are not new: Deep integration of business processes by alliance
members who are invested in each other’s success, who are intensely
customer-centric, who trust each other and accept accountability, who are
driven by a desire to achieve process excellence, and who share business
intelligence willingly. When merged into
a cohesive operating system each becomes a force multiplier for the others,
improving service quality, cost and efficiency. <o:p></o:p></span></div>
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Ken Burkhalterhttp://www.blogger.com/profile/17970117261303622795noreply@blogger.com0tag:blogger.com,1999:blog-8639585251099801589.post-3691922073510454862012-10-17T11:48:00.001-07:002012-10-18T07:12:01.507-07:00Are Productivity and Email Mutually Exclusive?<div dir="ltr" style="text-align: left;" trbidi="on">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDfgvgiNIsYBZsOeM6LOwPpKziUya_eljRjF4F9Y7e_HFz3XO38Z0_1KzBwwZy38sfCfUp-tja2kz87lG4bk-NHYoFZXo8KpYPUm47n9VLlubFYdtj5_RGtjsxFuc3PfyJN2mRgg8JvP_k/s1600/FE_DA_OveruseEmail_EmailMistakesSlideshow.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="213" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDfgvgiNIsYBZsOeM6LOwPpKziUya_eljRjF4F9Y7e_HFz3XO38Z0_1KzBwwZy38sfCfUp-tja2kz87lG4bk-NHYoFZXo8KpYPUm47n9VLlubFYdtj5_RGtjsxFuc3PfyJN2mRgg8JvP_k/s320/FE_DA_OveruseEmail_EmailMistakesSlideshow.jpg" width="320" /></a><span style="background-color: rgba(255, 255, 255, 0.45098); color: rgba(0, 0, 0, 0.8); font-family: 'Helvetica Neue', helvetica, arial, sans-serif; font-size: 14px; line-height: 19px;">I recently worked a major development project and found that the 600+ emails a day were completely paralyzing me, and I knew I wasn't alone. I announced that I was implementing a new policy of "Planned Neglect." Essentially, I said "I will look at emails first thing in the morning and in the evening, no more than thirty minutes each. If you have a crisis that I absolutely must participate in then come see me or call me. You know where I am and you have my numbers. Use them."</span><br />
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As a result I discovered that,</div>
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<li>My ability to <b>focus concentration</b> on the most important matters and tasks increased dramatically</li>
<li>My <b>productivity and value</b> contribution soared</li>
<li>The <b>quality of personal interactions</b> improved</li>
<li>People <b>respected </b>and even cheered my stance, and</li>
<li>I <b>enjoyed the project and life </b>a whole lot more</li>
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This was not me running away and hiding from the world. I did not limit my accessibility to the team, in fact I improved it. Lesson learned? Some day email will go the way of the Dodo Bird. Until then it needs to be managed, as does any other good tool that turns into a time killer.</div>
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Your productivity and value quotient are the most important assets you contribute - protect them.</div>
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Ken Burkhalterhttp://www.blogger.com/profile/17970117261303622795noreply@blogger.com0tag:blogger.com,1999:blog-8639585251099801589.post-68370566684434296112012-09-20T16:21:00.000-07:002012-09-20T19:10:31.171-07:00Destined to Live the Good Life in Zambia<div dir="ltr" style="text-align: left;" trbidi="on">
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhWz8IdrrLBQTbWFVSOhPHpt2zqvevRkmn6XyJAovwxKzip_mQx-5yGcB-jhf-DL2CxJY141xDSw1awyq768PqNg3DcOA-2WFm0ZsX9f-hDW7vNCOcM2uJio2Fya-EJDyeppRteOQ6XIxiP/s1600/Los+Angeles-20120917-00054.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="150" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhWz8IdrrLBQTbWFVSOhPHpt2zqvevRkmn6XyJAovwxKzip_mQx-5yGcB-jhf-DL2CxJY141xDSw1awyq768PqNg3DcOA-2WFm0ZsX9f-hDW7vNCOcM2uJio2Fya-EJDyeppRteOQ6XIxiP/s200/Los+Angeles-20120917-00054.jpg" width="200" /></a></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEidAx9lK7dXayHAr0OJ7DFgfhjpKl-d-Z6xUERPJ6m2V6SaI2HXq6oZaHQKyNa_UA9PXEaNBzJGSpfLY48aJzuabYY_wmHcsBiV_Ph0YPrN433wpTpJP05UPjd6cVTDb6dSShpj28aQJuLA/s1600/Los+Angeles-20120917-00051.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="150" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEidAx9lK7dXayHAr0OJ7DFgfhjpKl-d-Z6xUERPJ6m2V6SaI2HXq6oZaHQKyNa_UA9PXEaNBzJGSpfLY48aJzuabYY_wmHcsBiV_Ph0YPrN433wpTpJP05UPjd6cVTDb6dSShpj28aQJuLA/s200/Los+Angeles-20120917-00051.jpg" width="200" /></a><span style="font-family: Arial, Helvetica, sans-serif;">As a project manager in a corporation I work on a wide variety of projects. All are important, most are enjoyable experiences, and all connect me with new people. But no project in my personal history has captivated me like the <a href="http://www.giveachildafuture.org/"><b>Destined to Live the Good Life Orphanage</b></a> project in Kitwe, Zambia. </span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiRUZz4WHkcJb6q4W1GSrSQIcx56oysrLtpKj-8gTAhEZnyEEYmyLT7PK-kKwB0SpdGqVjJqI2IXbmQxCM4JNbS5xRDNvKWja5dOjt1AzA-jHijKChrEU6aahhHi9OYazPp2bjTIrKiqfEu/s1600/Los+Angeles-20120917-00052.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="150" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiRUZz4WHkcJb6q4W1GSrSQIcx56oysrLtpKj-8gTAhEZnyEEYmyLT7PK-kKwB0SpdGqVjJqI2IXbmQxCM4JNbS5xRDNvKWja5dOjt1AzA-jHijKChrEU6aahhHi9OYazPp2bjTIrKiqfEu/s200/Los+Angeles-20120917-00052.jpg" width="200" /></a><span style="font-family: Arial, Helvetica, sans-serif;">The story is only at the beginning and far from complete, but already an inspiring one. It is a journey as they say, one that will evolve over the next several years. Pastors Deborah and Steve Powell have been traveling to Kitwe for seventeen years, and founded the orphanage several years ago. With no facility they placed children in host homes to provide security and nurturing. In the summer of 2010 they were able to open the first phase of a facility with thirty residents. The emotional, spiritual and intellectual growth of these children, aged three to fifteen years at the time, has been breathtaking. With the security and education provided by the orphanage they have gained new confidence and a new vision for their future. And that is what it is really all about, isn't it?</span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi1xryHWYFg8yKp0aXf3d-qbSfhK3jdkA0NuD4pR9SuEDttfD1qeniUyiuYRn0Li1Ea2I08DcFdOQ1LvHEfh4Vpy_NEpYttUQu5oWbtQIoYS2w6VXAs73yUVN9PnIj_OhVKM27Z20cOQ23p/s1600/IMG_0389.JPG" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="150" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi1xryHWYFg8yKp0aXf3d-qbSfhK3jdkA0NuD4pR9SuEDttfD1qeniUyiuYRn0Li1Ea2I08DcFdOQ1LvHEfh4Vpy_NEpYttUQu5oWbtQIoYS2w6VXAs73yUVN9PnIj_OhVKM27Z20cOQ23p/s200/IMG_0389.JPG" width="200" /></a><span style="font-family: Arial, Helvetica, sans-serif;">About three years ago I proposed an alternative way of constructing the orphanage. At this point it appears that the development will be more traditional, but that is not the point. That initial thought motivated investigation, new enthusiasm, and a series of new connections. It was the beginning of a journey that is leading us to a place none of us imagined.</span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEggycOJyxRbUy0Mr4qPEy7Jo0wau6sJ-9XBFOjDmPpA-rgdb-3Y_ieXaNvwiBJMJpU7uymm1Or5KV43Vayng2GMFA6_6_n8KhlbGT_Vi6-dLRT8pUOjDRobPS2t8Q8gwW1Z1eWy23s5xSrI/s1600/grand+opening+027.JPG" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="150" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEggycOJyxRbUy0Mr4qPEy7Jo0wau6sJ-9XBFOjDmPpA-rgdb-3Y_ieXaNvwiBJMJpU7uymm1Or5KV43Vayng2GMFA6_6_n8KhlbGT_Vi6-dLRT8pUOjDRobPS2t8Q8gwW1Z1eWy23s5xSrI/s200/grand+opening+027.JPG" width="200" /></a><span style="font-family: Arial, Helvetica, sans-serif;">Last Monday afternoon I joined Deborah in presenting the vision, mission and goals of the orphanage and project to the design studio class at the University of Southern California (USC) School of Architecture. Under the much appreciated auspices of Professors Alice Kimm and Eui-Sung Yi, the studio class has adopted our project for the semester. The end deliverable will be a set of master plans for the continuing development of the orphanage.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">It was an amazing experience. While funding for the development remains a goal, we see USC's engagement as evidence that we are moving in the right direction. Future plans include completion of master plans and construction documents, a field trip to investigate site conditions, and pre-construction activities leading up to development. When complete the initial phase of the new development will support one hundred residents with housing, education, a medical clinic, and the ability to be partially self-supporting through agriculture and trade.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">A key goal of this project is to create a new model for developing orphanages. A model that is simple yet which provides high quality services. A model that is affordable in order to improve financial stability. A model that engages and teaches local townspeople, giving them new skills and helping them improve their lives and future. A model that can be duplicated by many people in many places.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">In early work the students have been investigating similar types of projects in similar climatic and economic environments. Understanding how to design facilities and systems that are relevant to context, supportable by local workers, sustainable both environmentally and operationally, and which further the goals of the orphanage is an important goal of this research effort. What they have developed in the short time since the start of the semester is striking. </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">There are several things to be learned even at this early stage of the project. Good ideas often take time to mature and require faith to proceed. Good ideas attract good people, who then adapt the vision and help make it better than it was. Good ideas create positive change, and a new future. </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">Destined to Live the Good Life. It doesn't get much better than that, does it?</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">Stay tuned for periodic updates as we progress.</span><span style="text-align: center;"> </span></div>
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Ken Burkhalterhttp://www.blogger.com/profile/17970117261303622795noreply@blogger.com0tag:blogger.com,1999:blog-8639585251099801589.post-23427071703283587672012-09-10T09:21:00.000-07:002012-09-10T09:21:30.375-07:00Summary Thoughts from the Workplace Strategy Summit<div dir="ltr" style="text-align: left;" trbidi="on"><br />
<div class="MsoNormal"><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">The IFMA Foundation’s Workplace Strategy Summit held last week at Cornell University was a big success. It was unusual (at least in my experience) as it brought leading academics and design practitioners together with end user FM’s. It was an opportunity to hear what thought leaders have on their minds and to place it in a real-world context as FM’s validated what they heard against their own experience and context. Hosting the conference on a university campus was pure genius in my opinion. The environment encourages a collegial exchange of ideas with the freedom to question and investigate. <o:p></o:p></span></div><div class="MsoNormal"><br />
</div><div class="MsoNormal"><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">Here are a few of my own observations and musings coming away from the conference.<o:p></o:p></span></div><div class="MsoNormal"><br />
</div><div class="MsoNormal"><b><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">Evidence Based Design Is Essential to Workplace Evolution<o:p></o:p></span></b></div><div class="MsoNormal"><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">Much more than programming a project’s requirements, evidence based design should challenge assumptions and old ways of doing business, and illuminate unrecognized truths. User based research must inform design instead of design dictating use. That seems like such an obvious and simple statement, yet project after project proves that it is often not the real practice. As Frank Duffy said, “Buildings are not complete entities. They share the environment around them and serve the organization that lives within them.” If we truly think that way then we should also act that way. Research which leads to evidence based design can only be effective when it is embraced by the user organization. Part of that “embracing” is paying the bill. While design is often thought of as a commodity by end users this attitude stifles innovation and makes positive change more difficult. If you are building a cookie-cutter project then fine, decide based on the bottom line. But if your project seeks to drive positive change or affect culture in a significant way, then hard data-based research that challenges what you think you know about your organization is important. I would suggest that it may be the most important indicator of the probable success or failure of your project. As one researcher at the event expressed so eloquently, “What you think you know about something is not research. Show me the data!”<o:p></o:p></span></div><div class="MsoNormal"><br />
</div><div class="MsoNormal"><b><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">How Work Gets Done Is Changing<o:p></o:p></span></b></div><div class="MsoNormal"><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">Some will tell you that distributed work is already the norm. Everyone is mobile, everyone has technology, and everyone is looking to be less costly and more efficient in what they do. Work is becoming more fluid and blended. On one hand this combination is helping to atomize work, breaking it down into discreet packets. People who do not know each other and who do not work together in the traditional sense are able to collaborate and deliver successful projects. On the other hand distributed work demands increased individual and group agility.<o:p></o:p></span></div><div class="MsoNormal"><br />
</div><div class="MsoNormal"><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">Innovation comes from the combination of high productivity and multi-level endeavor. In some measure it is no longer about creating jobs. Rather, it is about making people more productive. Some may suggest that the “atomization of work” is making it less fulfilling with an assembly line feel, but the trend and energy behind this shift cannot be denied. More productive people working in virtual environments that breed interaction and idea exchanges contribute energy and value. One of the learning’s from the still early stage of virtual work is that often the most interesting information comes from people you do not know. On the other side of the coin, the cost of coordinating distributed work is not being measured and needs to be much better understood than it is at the present.<o:p></o:p></span></div><div class="MsoNormal"><br />
</div><div class="MsoNormal"><b><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">Virtual Work Arrangements are Fundamentally Changing the Workplace<o:p></o:p></span></b></div><div class="MsoNormal"><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">Just as the work is being changed the physical requirements of the workplace are also being changed, sometimes dramatically. IBM’s Toronto office, for example, provides 2,500 seats for 6,000 employees. Certainly some of those folks are deployed to client offices, traveling, etc. Still, it is a remarkable example of the growing trend. In addition, companies are now allowing staff to match their space to their task on a daily basis – in someone else’s facility! <b><a href="https://liquidspace.com/">LiquidSpace</a></b> is one example of a solution that allows you to rent the space you need for a day or an hour. The advantages here are obvious: Employees can arrange access to space that matches the current need when it is needed, the company avoids capital investment, and the employee is more mobile and agile. Think of it as outsourcing the free address space model. <o:p></o:p></span></div><div class="MsoNormal"><br />
</div><div class="MsoNormal"><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">There is a very important mind shift in all of this. The FM perspective for those supporting virtual work organizations should change from the old labor market and real estate model to a new labor market and space market model. Both elements change, both are flexible.<o:p></o:p></span></div><div class="MsoNormal"><br />
</div><div class="MsoNormal"><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">The Workplace Strategy Summit was the brainchild of a few people (Michael Schley, Frank Becker, Jim Ware, Diane Coles, et al.) who recognized it as a good idea and committed to making it happen. Good on them. I don’t think they had any idea how successful and how pivotal the summit would be. Kudo’s also to the IFMA Foundation for supporting and sponsoring the event. Let’s hope it is only the first where academics and FM’s rub elbows.<o:p></o:p></span></div></div>Ken Burkhalterhttp://www.blogger.com/profile/17970117261303622795noreply@blogger.com0tag:blogger.com,1999:blog-8639585251099801589.post-41985241135862072622012-09-05T19:35:00.001-07:002012-09-06T14:45:40.658-07:00IFMA Foundation Workplace Research Summit<div class="separator" style="clear: both; text-align: center;">
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<span style="font-family: Times, Times New Roman, serif;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi9t2KYmunzxuyF8xz8RGk0PTcMqzMDUVeaGsvC9skKN0kmxXdtqwVbxW4O0LhsYivYxHTMclh0rYmPyBevYm76vWfIF_gn8Svz83i6On7EyPUR1E8BmVneKTjZhjx4V5vvKEUUt5z50hZq/s1600/Ithaca+City-20120905-00039.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="224" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi9t2KYmunzxuyF8xz8RGk0PTcMqzMDUVeaGsvC9skKN0kmxXdtqwVbxW4O0LhsYivYxHTMclh0rYmPyBevYm76vWfIF_gn8Svz83i6On7EyPUR1E8BmVneKTjZhjx4V5vvKEUUt5z50hZq/s320/Ithaca+City-20120905-00039.jpg" width="320" /></a></span></div>
<span style="font-family: Arial, Helvetica, sans-serif;">I am attending the summit here at
Cornell University in beautiful, and I do mean "gorges" Ithaca, NY. First time here and I am looking forward to
both the conference and experiencing the surrounds.</span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEha3VKrpkLCcHt8cbQh6kZcl_VCWOBp6Sy-Ml6Psha1jmzYFIRwqrwqE10i5tqGlJQ7Pv0H2DiObmIQD4r-CmT0QR2L62ugLbB-xrqAOkxsGqPJlMVJvl6RGAPmotokJgdXdXiezNZ9xcdv/s1600/Ithaca+City-20120905-00040.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><span style="font-family: Arial, Helvetica, sans-serif;"><img border="0" height="159" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEha3VKrpkLCcHt8cbQh6kZcl_VCWOBp6Sy-Ml6Psha1jmzYFIRwqrwqE10i5tqGlJQ7Pv0H2DiObmIQD4r-CmT0QR2L62ugLbB-xrqAOkxsGqPJlMVJvl6RGAPmotokJgdXdXiezNZ9xcdv/s320/Ithaca+City-20120905-00040.jpg" width="320" /></span></a><span style="font-family: Arial, Helvetica, sans-serif;">This summit is focused on informing
the workplace research agenda. Attendees include academics and design
practitioners who are some of the most important and influential critical
thinkers on workplace issues, and facility management professionals from a wide
range of organizations. If this evening's kick-off reception is any
indication this will be a lively and engaging event with free flowing information
and debate.<o:p></o:p></span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhuT21i7ehFwTRwZVcvmaH9rPlQBt_OJYV6in1KEve7-QCbMll_F67CJYJQ_1DF9VoSnObUzh7iasifqTjLSp4toPc3uMj17fOIlN1VYqi-Qjic44G9Hwjn83RnYMu-j0EUuG55kz7syBlt/s1600/Ithaca+City-20120905-00037.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><span style="font-family: Arial, Helvetica, sans-serif;"><img border="0" height="270" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhuT21i7ehFwTRwZVcvmaH9rPlQBt_OJYV6in1KEve7-QCbMll_F67CJYJQ_1DF9VoSnObUzh7iasifqTjLSp4toPc3uMj17fOIlN1VYqi-Qjic44G9Hwjn83RnYMu-j0EUuG55kz7syBlt/s320/Ithaca+City-20120905-00037.jpg" width="320" /></span></a><span style="font-family: Arial, Helvetica, sans-serif;">In my conversations this
evening I was struck by the fact that everyone seems to be dealing with issues
surrounding the changing workplace environment. Regardless of what type
of organization one may represent the push to increase collaboration, realign
workplaces and work processes to improve efficiency and accommodate younger
workers, and lower real estate and operating costs is front and </span><span style="font-family: Arial, Helvetica, sans-serif;">center on the
FM agenda.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><span style="background-color: white;">Presenters
include: DEGW founder Frank Duffy; Frank Becker of Cornell University; Alexi
Marmot of University College London; Noboru Konno of KIRO in Japan; Susan
Stucky of IBM; Michael Joroff of MIT; and Philip Ross, founder of the </span><span style="background-color: white;">Cordless
Group and the </span><span style="background-color: white;">Worktech Conferences.</span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><span style="background-color: white;">It is
an impressive line up to say the least. </span><span style="background-color: white;">Stay tuned as I update </span><span style="background-color: white;">between
and during </span><span style="background-color: white;">sessions via Twitter posts.</span></span></div>
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<span style="font-family: Times, Times New Roman, serif;">
</span>Ken Burkhalterhttp://www.blogger.com/profile/17970117261303622795noreply@blogger.com0tag:blogger.com,1999:blog-8639585251099801589.post-13442559525133257652012-09-03T21:32:00.000-07:002012-09-03T21:32:37.793-07:00Crowdsourcing FM Soltions<br />
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<span style="font-family: Arial, sans-serif;">Some
will tell you that crowdsourcing is one of the main drivers in the race to the
future of business. In crowdsourcing
work traditionally performed by one individual (usually an employee) is
outsourced to many people in an open call.
Those responding to the call may compete for the work or be part of a
virtual collaboration team. Open
competition enables a close talent match to the specific task or project and
generates ideas from multiple perspectives that would not otherwise be
available. <o:p></o:p></span></div>
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<br /></div>
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<span style="font-family: Arial, sans-serif;">As
you might suspect, there are a number of online venues to bring those with need
and those with talent together. <b><a href="http://www.innocentive.com/">Innocentive</a></b>,
<b><a href="http://www.crowdsource.com/">CrowdSource</a>,
<a href="http://www.yourencore.com/">YourEncore</a></b> and <b><a href="http://www.elance.com/">Elance</a></b>
are examples of sites where you can connect with talented people all over the
globe who are waiting to help you solve everything from graphic design projects
to hard science and engineering problems.<o:p></o:p></span></div>
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<br /></div>
<div class="MsoNormal">
<span style="font-family: Arial, sans-serif;">All
well and good, but how does this help FM?<o:p></o:p></span></div>
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<br /></div>
<div class="MsoNormal">
<span style="font-family: Arial, sans-serif;">Crowdsourcing
is not just about finding talent to work on your projects. It is also about capturing information and
intelligence in more efficient ways that allow deployment of resources to
solutions rather than data collection.<o:p></o:p></span></div>
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<br /></div>
<div class="MsoNormal">
<span style="font-family: Arial, sans-serif;">The
Los Angeles Unified School District (LAUSD) is the second largest school
district in the U.S. with over 700,000 students on 730 campuses and a budget of
over $7 billion USD. In other words, it’s
big and it’s complex. In 2011 LAUSD
deployed a smart phone app to staff and students which allows any of them to
immediately submit work orders complete with GIS data, photographs, and text
information. In other words, the
district is crowdsourcing its inspection and work order data entry system. Every staff member, parent and student brain
and eyes are now remote sensors feeding real time data to the system – a much
more efficient methodology than relying on a call center. Now, resources that went into locating and
reporting problems can be applied to fixing them.<o:p></o:p></span></div>
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<br /></div>
<div class="MsoNormal">
<span style="font-family: Arial, sans-serif;">LAUSD’s
partner in this effort? IBM’s Maximo. Think IBM is investing in this effort for the
benefit of one client? I don’t. Maximo is one of the industry giants and I
suspect we will be seeing and hearing more about this technology shift. <o:p></o:p></span></div>
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<br /></div>
<div class="MsoNormal">
<span style="font-family: Arial, sans-serif;">Crowdsourcing
benefits can be significant. Reducing
the cost of labor, increasing the alignment of need and talent, lower labor
costs, improved cycle time, a distributed workforce that can respond on a targeted
basis on a global scale are reasons to consider crowdsourcing. That said, it does require a different
mindset with a focus on “tasks” as opposed to “jobs.”<o:p></o:p></span></div>
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<br /></div>
<div class="MsoNormal">
<span style="font-family: Arial, sans-serif;">A
modified version pre-qualifies talent and establishes a pool of competitors who
compete for each assignment. This option
provides a higher degree of control and therefore confidence, and is typically
adopted for more complex tasks. <o:p></o:p></span></div>
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<br /></div>
<div class="MsoNormal">
<span style="font-family: Arial, sans-serif;">Quality
typically matches and often betters that provided by dedicated resources in
both open and closed variations of the model.
This is not necessarily because the talent is better, but crowdsourced
workers are not multi-tasking or burdened by administrative requirements. Also, crowdsourced assignments typically have
tight specifications and the buyer has a customer mentality – “get it right
before getting paid.”<o:p></o:p></span></div>
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<br /></div>
<div class="MsoNormal">
<span style="font-family: Arial, sans-serif;">Crowdsourcing
as an FM strategy. In some ways we’ve
been doing it since the beginning, but not like this. Use it to gather condition and work order
data, or source talent to solve specific problems. It is another tool in the kit, another
option, and another opportunity.<span style="font-size: x-small;"><o:p></o:p></span></span></div>
Ken Burkhalterhttp://www.blogger.com/profile/17970117261303622795noreply@blogger.com0tag:blogger.com,1999:blog-8639585251099801589.post-55623205829946900692012-08-31T09:32:00.000-07:002012-08-31T09:33:22.936-07:00The Power of Surprise<iframe allowfullscreen='allowfullscreen' webkitallowfullscreen='webkitallowfullscreen' mozallowfullscreen='mozallowfullscreen' width='320' height='266' src='https://www.youtube.com/embed/GOeCE29NCJ0?feature=player_embedded' frameborder='0'></iframe>Listen to Soren Kaplan describe an epiphany he experienced in a Paris coffee shop, and the journey it led him on to discover the power of surprise.<br />
<br />
Most in business think surprises are negative and work hard to avoid them. Whole bookshelves are filled with volumes teaching us how to avoid surprises. Yet, surprise can be a monster motivator. <br />
<br />
Surprise can lead to investigation, discovery, and change. Surprise can create new businesses, change perspective, and enrich lives.<br />
<br />
Good job by Soren here. Enjoy the listen.Ken Burkhalterhttp://www.blogger.com/profile/17970117261303622795noreply@blogger.com0tag:blogger.com,1999:blog-8639585251099801589.post-29365072593716772322012-08-20T08:20:00.000-07:002012-08-20T12:09:47.391-07:00Facility Management's (FM) Role in Sustaining Recovery<br />
<div class="MsoNormal">
<span style="font-family: Arial, sans-serif; font-size: 13px;">Investment capital will become more available a</span><span style="font-family: Arial, sans-serif; font-size: 10pt;">s
global economies emerge from extended malaise .</span><span style="font-family: Arial, sans-serif; font-size: 10pt;"> </span><span style="font-family: Arial, sans-serif; font-size: 10pt;">Competition
for that capital will be intense.</span><span style="font-family: Arial, sans-serif; font-size: 10pt;">
</span><span style="font-family: Arial, sans-serif; font-size: 10pt;">Important and challenging business and social issues are present
everywhere we turn.</span><span style="font-family: Arial, sans-serif; font-size: 10pt;"> </span><span style="font-family: Arial, sans-serif; font-size: 10pt;">A growing and aging
world population, demographic and power shifts, healthcare costs and
capacities, geopolitical stress and transition,</span><span style="font-family: Arial, sans-serif; font-size: 10pt;">
</span><span style="font-family: Arial, sans-serif; font-size: 10pt;">the protection and sustaining of natural resources to name just a
few.</span><span style="font-family: Arial, sans-serif; font-size: 10pt;"> </span><span style="font-family: Arial, sans-serif; font-size: 10pt;">The list could go on and on, each
important on its own merits.</span></div>
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<br /></div>
<div class="MsoNormal">
<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">Therein lays the problem. The list is
long, capital is short. There is not
enough money available in all of the world to fix all of the world’s
problems. What are we to do? What role can FM play in the search for
solutions?<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">FM
has a responsibility and a need to lead in the development and implementation
of effective solutions. While we are not
charged with saving the world from all of its ills we are the stewards of a
large portion of its assets, represented by the existing built environment, new
facilities and the natural resources consumed in their development and
operation. How we exercise this
responsibility is determined by our day to day actions and the decisions we
make. <o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">How
then shall we go about contributing in a manner that informs our organizations,
elevates FM’s leadership role, properly preserves and deploys capital, and stewards
natural resources for which we are both consumers and interested in sustaining? Here are a few thoughts.<o:p></o:p></span></div>
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<br /></div>
<div class="MsoNormal">
<b><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">Recapitalize the built
environment:</span></b><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;"> As recovery makes investment capital
available we must make good decisions about where and how to invest. Much of that investment must be in
recapitalizing the existing built environment, including facilities and
infrastructure. It is too large and too
important to do otherwise. Further,
recapitalization extends the useful life of assets and avoids unnecessary
diversion of funding to new development, which also lessens consumption of
resources. <u>Your job: Perform condition assessments and develop
informed strategies and plans.<o:p></o:p></u></span></div>
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<br /></div>
<div class="MsoNormal">
<b><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">Improve FM’s
financial skills:</span></b><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;"> As capital comes available there will be
enormous competition as long pent up initiatives in all areas of business reach
for the same resources. New product
development and maturation, sales, marketing, research and talent will all be
consumers of what is a finite resource for every company. FM’s ability to understand the business as a
whole and develop solutions that solve enterprise problems and make economic
sense will be a lever for increased capital flow to projects that make a
difference. <u>Your job: Improve financial analysis capabilities
inside FM and develop strong links with your CFO.</u><o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">Build effective
business cases:</span></b><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;"> Effective business cases begin with objective
analysis of accurate business data which leads you to the right projects and
initiatives. Once you have the right
capital investment strategy and portfolio it is up to you to effectively make
the case and gain executive approval.
The very best plan and strategy in the world is absolutely useless if
not acted upon. Too often FM fails in
gaining project approval because it does not present a balanced and compelling
case. <u>Your job: Improve or add effective communication and
presentation skills to the FM suite.</u><o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">Develop a long term
budget lens:</span></b><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;"> Not that FM can drive this one, but we can
encourage and inform the dialogue on investment return. The traditional short term focus on investment
return marginalizes long term benefit generation. Investors require a quick return so we build
projects and operate in ways that maximize short term return. Sometimes in doing so we accelerate future
capital deployment. Not paying attention
to a growing deferred maintenance backlog is one example. That backlog will most likely continue to
grow, asset condition will continue to deteriorate, and eventually (sooner
rather than later) it will need to be replaced.
The short term focus also works against adopting new technologies that
improve building efficiency. In today’s
world of rapidly changing technology this issue is not to be discounted. More efficient buildings provide greater
productivity, lower operating costs and higher occupancy rates, each a key
competitive lever in its own right. <u>Your
job: Present business options that explain Total Cost of Ownership over the
entire life of the asset.</u><o:p></o:p></span></div>
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<br /></div>
<div class="MsoNormal">
<b><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">Improve your sustainable
profile</span></b><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">: Sustainability has moved deep into the
consciousness of the business world primarily because it makes good business
sense. Nearly everyone cares about doing
the right thing, but when you can do the right thing and improve
competitiveness and the bottom line you have a real winner. That is why your Board of Directors is putting
pressure on leadership (and don’t think they aren’t) to improve
sustainability. You should be doing it
for yourself as well. Sustainable
initiatives can improve quality, lower operating cost, allow redeployment of
resources, extend life cycles and a host of other good outcomes that you care
about because they make your life easier.
FM is one of the biggest levers for sustainable performance and should
be one of its biggest champions. Taking
a leadership position on an important issue with executive level visibility
which provides social and business benefits improves FM’s credibility and
perception as a savvy and visionary partner.
<u>Your job: Become a Subject
Matter Expert in sustainability and how it can be leveraged to improve your
business.<o:p></o:p></u></span></div>
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<br /></div>
<div class="MsoNormal">
<b><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">Innovate:</span></b><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;"> Innovation can be a game changer. Whether it be by integrating technologies in
a new way, rethinking your business/service model, developing new space
paradigms that improve collaboration, or partnering with other parts of your
business to add value – all have potential to improve FM’s performance and
value. Innovating, however, requires
taking risks, something that many FM leaders are reluctant to do. Risk is minimized by thorough due diligence
and that should be your approach. Have a
good idea? Think it through. Engage others. Model it.
Run a small pilot project.
Innovate! <u>Your job: Be alert and receptive to new ways of doing
old things, and new ways of adding value in your area of responsibility. Be willing to fail on occasion on your way to
wins that make a difference.</u><o:p></o:p></span></div>
Ken Burkhalterhttp://www.blogger.com/profile/17970117261303622795noreply@blogger.com0tag:blogger.com,1999:blog-8639585251099801589.post-30966920325911662062012-08-12T13:29:00.000-07:002012-08-13T07:32:52.143-07:00Getting A Stalled Project to the Finish Line<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiTdduvqoyKVRNNZwud0Qh54nz_IqnAw5WxVkzJM8C29gyupbnQALitvfunLG_peoHpTFJFgi8BRjUEcLk-cxNHSInMMueCZ-Qw9cxr_SUYzwGmOQbt38ApthHUzC2JEuXjHFHFRsavSg_S/s1600/Red-Finish-line.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="217" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiTdduvqoyKVRNNZwud0Qh54nz_IqnAw5WxVkzJM8C29gyupbnQALitvfunLG_peoHpTFJFgi8BRjUEcLk-cxNHSInMMueCZ-Qw9cxr_SUYzwGmOQbt38ApthHUzC2JEuXjHFHFRsavSg_S/s640/Red-Finish-line.jpg" width="640" /></a></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: "Arial","sans-serif";">I’m
sure we have all had the experience of working on a project that seems like it
will just never end. When that happens
each team member has a responsibility to share in ownership of the problem and the solution. In highly analytical environments just
getting a project approved or started can seem daunting. Once it is approved, however, tight execution
and driving to the finish line should be everyone’s focus.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: "Arial","sans-serif";">Why
is it then that some projects, even those with solid work invested in them, can’t
seem to finish the last five percent of the course?<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: "Arial","sans-serif";">When
a project is stalled project leadership or organizational management have the
primary responsibility to get it back on track.
What can they do to get it reinvigorated? Let’s start with these…<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<ul style="margin-top: 0in;" type="square">
<li class="MsoNormal"><span style="font-family: "Arial","sans-serif";"><b>Ask the hardest question
first: What am I doing or not doing that is contributing to the delay? </b> Leadership’s number one responsibility is
to remove obstacles to the success of others. Are you really doing that? Are you getting past the happy talk and
searching for root causes, then taking ownership for those that only you
can effectively mitigate? Better
yet, are you the root cause because of indecisiveness or lack of
attention?<o:p></o:p></span></li>
</ul>
<div class="MsoListParagraph" style="margin-left: 0in;">
<br /></div>
<ul style="margin-top: 0in;" type="square">
<li class="MsoNormal"><b><span style="font-family: "Arial","sans-serif";">Use
analysis as a decision tool, not an implementation tool.</span></b><span style="font-family: "Arial","sans-serif";"> Once the project is authorized and
funded the time for analysis paralysis is past. If you did not take the time beforehand
to conduct thorough due diligence then it is probably too late to do it
now. When projects are approved
they come with a schedule that has consequences for late delivery. Post-approval is not the time to be
developing options – it is the time to get the project done.<o:p></o:p></span></li>
</ul>
<div class="MsoNormal">
<br /></div>
<ul style="margin-top: 0in;" type="square">
<li class="MsoNormal"><b><span style="font-family: "Arial","sans-serif";">Change
the mindset of the project team.</span></b><span style="font-family: "Arial","sans-serif";">
If they are bogged down they know it without you telling them, and
they likely aren’t feeling very good about it. Here you need to be a bit of a
cheerleader while also instilling a new sense of urgency. As a leader you can step in to motivate,
assist and remove barriers, but avoid the urge to take over at all costs
unless absolutely necessary. Let
the team retain accountability for the outcome but help them get to it
successfully.<o:p></o:p></span></li>
</ul>
<div class="MsoListParagraph">
<br /></div>
<ul style="margin-top: 0in;" type="square">
<li class="MsoNormal"><b><span style="font-family: "Arial","sans-serif";">Augment
skills or knowledge.</span></b><span style="font-family: "Arial","sans-serif";"> You may
find that the team has designed a good project but does not have all the
skillsets/knowledge it needs to implement it successfully. For example, solving a vexing process
issue may require the intimate knowledge of those closest to the process
to investigate, process map and re-engineer a solution. As good as that solution may be it is
useless if not implemented correctly.
If implementation requires technical expertise, say developing or
modifying an application, then the team may not have the requisite
expertise. Get it for them.<o:p></o:p></span></li>
</ul>
<div class="MsoListParagraph">
<br /></div>
<ul style="margin-top: 0in;" type="square">
<li class="MsoNormal"><b><span style="font-family: "Arial","sans-serif";">Re-plan
the project</span></b><span style="font-family: "Arial","sans-serif";">. Refusing to recognize reality by
sticking to a plan that everyone knows is not working only further
demoralizes the team and adds unnecessary pressure. This is where leadership must be candid
with itself. Take a breath. Recognize reality. Develop a new plan to complete the
project from its current state, communicate and vett the plan with the
team to achieve their buy-in, then work the plan…and work it hard. <o:p></o:p></span></li>
</ul>
<div class="MsoListParagraph">
<br /></div>
<ul style="margin-top: 0in;" type="square">
<li class="MsoNormal"><b><span style="font-family: "Arial","sans-serif";">Kill
procrastination.</span></b><span style="font-family: "Arial","sans-serif";"> If you were too uninvolved in the
initial effort then pick up your game.
If you were indecisive then make this project a priority and move
it along when it is in your own space.
Stay better informed and create a sense of urgency by requiring
frequent status updates. Ask what
the team needs from you to break current deadlocks and then deliver the
goods.<o:p></o:p></span></li>
</ul>
<div class="MsoListParagraph">
<br /></div>
<div class="MsoNormal">
<span style="font-family: "Arial","sans-serif";">Not
every project (at least in my world) runs perfectly. That does not mean, however, that they must
be unsuccessful in the end. In fact,
overcoming the challenges of difficult projects is a big learning tool,
experience addition, and character test.
Successfully recovering a project in trouble is a big plus in any
project manager’s toolkit.<span style="font-size: x-small;"><o:p></o:p></span></span></div>
Ken Burkhalterhttp://www.blogger.com/profile/17970117261303622795noreply@blogger.com0tag:blogger.com,1999:blog-8639585251099801589.post-75735859636124809182012-08-10T08:15:00.000-07:002012-08-10T08:18:45.476-07:00Could Big Data Drive Public Policy?Interesting blog post about the potential of using data to drive public policy decisions, as opposed to our current "politics first at all costs" mess. Not to make a political statement here, but regardless of your political persuasion the current polarized environment is anything but effective. I wouldn't mind giving data a real chance as the author suggests. You can read the post <b><a href="http://bit.ly/MmJ7ei">here</a></b>.<br />
<br />Ken Burkhalterhttp://www.blogger.com/profile/17970117261303622795noreply@blogger.com0tag:blogger.com,1999:blog-8639585251099801589.post-40063325977377207122012-08-07T08:05:00.001-07:002012-08-07T11:57:47.537-07:00Life Is A Balance Act<br />
<div align="center" class="MsoNormal" style="background: #FFFFFC; text-align: center; vertical-align: middle;">
<i><span style="font-size: 11.0pt;"><span style="font-family: Times, Times New Roman, serif;">“The best and safest thing is to keep a balance in
your life, acknowledge the great powers around us and in us. If you can do
that, and live that way, you are really a wise man.” - Euripides</span><o:p></o:p></span></i></div>
<div class="MsoNormal" style="background: #FFFFFC; vertical-align: middle;">
<br /></div>
<div class="MsoNormal">
<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">It
has been a busy summer at the office and there are no signs of a slowdown
anytime soon. New projects and schedule
pressures, the annual management exercise commonly known as “budget planning,”
and preparation for significant life changes have all been on the front burner
of late. Sometimes it seems as if
everything in life is on the front burner.
What happened to the back burners?
Where did they go?<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">A
few days ago I was having a conversation with a friend and he was relating his
own tale of “life lived without balance.”
Offering him sound advice (I thought) I reminded him that balance is an
elusive standard and to the extent we equate our level of happiness to the time
balance of our lives we are likely to be disappointed. Worse yet is when we feel guilty over the
lack of time balance.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">My
theory is this: Balance is achieved when
the moments and events that we value most in life are rich and have deep roots
that touch us emotionally and spiritually.
It is not about equal time. It is
about the quality of our relationships and experiences.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">As
a project manager I structure nearly everything I do. I develop schedules, juggle resources and
people, strategize, collaborate, and mitigate risk. I plan the work and work the plan. But never in a single project plan have I
seen a task labeled “be in balance.” In
fact, my experience is the opposite. The
demands of professional life compete with and often trump those of my personal
life. If I am to be happy, healthy, and
balanced I must find a way to tip the scales in my favor. <o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">In
other words, it is up to me. I must take
responsibility for my own balance, happiness and sense of fulfillment. And so must you. Recognizing
that there are times our lives will be weighted primarily in one area allows us
to focus that time more efficiently. Getting through that period as quickly as
possible and then taking time to rebalance our relationships and recharge our
own batteries is important.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">Time
imbalance can occur for any number of reasons.
Project deadlines, business travel, health crisis, and personal pursuits
such as after-hours education are all examples of life and work realities. Each brings its own bit of stress. The issue is not avoiding them, because you
rarely can. But you can learn how to
make the most of time that is available to you in ways that maximize its
value. For me that means quiet solitude,
a morning stroll on the beach with a cup of hot coffee for company, or time
spent with my wife when there is nothing particular we have to get done. For you it might be playing Frisbee catch
with the dog, hanging out with friends, or reading that book you’ve been
staring at for months. <o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<h1 style="margin-bottom: .0001pt; margin: 0in;">
<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt; font-weight: normal; mso-bidi-font-weight: bold;">Whatever
it is that works for you, put it to work.
As Albert Einstein said, </span></h1>
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<i><span style="font-size: 11.0pt; font-weight: normal; mso-bidi-font-weight: bold;"><span style="font-family: Times, Times New Roman, serif;">“Life is
like riding a bicycle. To keep your balance you must keep moving.”</span></span></i><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt; font-weight: normal; mso-bidi-font-weight: bold;"><o:p></o:p></span></h1>
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<br /></div>Ken Burkhalterhttp://www.blogger.com/profile/17970117261303622795noreply@blogger.com0tag:blogger.com,1999:blog-8639585251099801589.post-3423944142601882392012-07-22T17:11:00.000-07:002012-07-23T11:22:24.351-07:00Your Transparency Is Showing<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgN-qsQGrB3U8T5vutW9LGGc6GTyCtT935vc2NKyTDrqThLVeIbnCyGpw0n6v6djm2fL7J2zOFTlL6CabrvZOVFZedfKjZyTfrsw6qBkhoNWUJ3jMUerwQ9qbD2woWZt5KP4lj7m6UgH6DJ/s1600/2478789941_0eb3719e53_o.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgN-qsQGrB3U8T5vutW9LGGc6GTyCtT935vc2NKyTDrqThLVeIbnCyGpw0n6v6djm2fL7J2zOFTlL6CabrvZOVFZedfKjZyTfrsw6qBkhoNWUJ3jMUerwQ9qbD2woWZt5KP4lj7m6UgH6DJ/s320/2478789941_0eb3719e53_o.jpg" width="250" /></a></div>
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<span style="font-family: Arial, sans-serif; font-size: 10pt;">Whether
you know it or not, your actions and motivations are more transparent today
than ever before. Those around you
observe and note, not just how you respond to things you are directly
responsible for, but for those you have a less defined but still important
relationship to as well. Stakeholders, both
internal and external are observing, forming perceptions and opinions, and acting. <o:p></o:p></span></div>
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<span style="font-family: Arial, sans-serif; font-size: 10pt;">In
today’s era of Corporate Social Responsibility (CSR) we are held to a different
standard of engagement. Co-workers,
leadership, and customers expect us to take a broader view of our
responsibilities and the wider reach of decisions and actions. They expect us to be accountable not just for
the details and bottom line of our job, but for the effect of our efforts
beyond the parameters of this year’s performance goals. They expect us to care about the effects of
what we do. This is not a new phenomenon. None other than Peter Drucker connected the
dots between our actions and our responsibility for them on a broader scale.<o:p></o:p></span></div>
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<i><span style="font-family: Arial, sans-serif; font-size: 10pt;">“One is responsible
for one’s impacts, whether they are intended or not. This is the first rule. There is no doubt regarding management’s
responsibility for the social impacts of its organization.”<o:p></o:p></span></i></div>
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<span style="font-family: Arial, sans-serif; font-size: 10pt;">Sometimes
knowing what we should feel responsible for and how to act are not always
easy. The old adage “do the right thing,
the right way, for the right reasons” is a good place to start. Adopting that principle as a foundation
simplifies what can become a complicated equation at times. When individuals and organizations operate
from this perspective transparency illuminates motivations and increases
acceptance and support for good efforts.<o:p></o:p></span></div>
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<span style="font-family: Arial, sans-serif; font-size: 10pt;">In
today’s world increased visibility and instant communication platforms foster
instant judgment making and perception decisions, often without the benefit of
the full story or proper diligence.
Society generally expects us to be aware and accountable. The degree to which we are perceived as being
good or bad actors on the societal stage is important to us as individuals and
organizations.<o:p></o:p></span></div>
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<span style="font-family: Arial, sans-serif; font-size: 10pt;">Parallel
development of increased awareness of actions, improved access to large amounts
of data and the ability to analyze it, and enhanced sensitivity of stakeholder
communities combine to increase transparency.
The question is not “Am I transparent?”
The real question is, “How will I act to assure my transparency is a
positive force?”<o:p></o:p></span></div>
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<span style="font-family: Arial, sans-serif; font-size: 10pt;">Many
companies today are actively engaged in CSR efforts. Some are large scale and visible, and get
press because of the corporate logo they are associated with. Some are small but no less important,
undertaken in a “everyone do what they can” spirit. Some of these are important
and beneficial, changing the lives and future of workers in distant parts of
the world we never thought of or cared about before. I wonder, however, how many CSR programs
amount to little more than “CSR-washing” (to borrow a phrase from the Green
world). As is often the case in life, I
suspect that the difference between substantive programs and those which seek
primarily to bolster marketing efforts is one of motivation.<o:p></o:p></span></div>
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<span style="font-family: Arial, sans-serif; font-size: 10pt;">In
the HBR article “Leadership in the Age of Transparency,” Christopher Meyer and
Julia Kirby set out guiding principles for acting responsibly.<o:p></o:p></span></div>
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<b><span style="font-family: Arial, sans-serif; font-size: 10pt;">Take ownership</span></b><span style="font-family: Arial, sans-serif; font-size: 10pt;"> of the things you
are directly responsible for. With
increased communication, measurement and analytic systems we can today
understand the effects of our decisions and actions in ways we could not
before. That fact alone brings
accountability for the extended impacts we create. <o:p></o:p></span></div>
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<b><span style="font-family: Arial, sans-serif; font-size: 10pt;">Take action</span></b><span style="font-family: Arial, sans-serif; font-size: 10pt;"> even when the impact
cannot be precisely measured. When we
understand or learn that harm is occurring on our behalf we have a
responsibility to act even if we are not directly causing the harm. A good example of this would be taking the
initiative to train supply chain partners producing products in a way that is
detrimental to workers or the environment.
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<b><span style="font-family: Arial, sans-serif; font-size: 10pt;">Take interest</span></b><span style="font-family: Arial, sans-serif; font-size: 10pt;"> in those things that
we may not be directly or indirectly involved in but which have a connection to
our activities. In the article Meyer and
Kirby use the example of an oil company that is helping to develop an
affordable and clean-burning alternative to cookstoves uses widely in
undeveloped regions of the world.<o:p></o:p></span></div>
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<span style="font-family: Arial, sans-serif; font-size: 10pt;">The
issue of responsibility, whether corporate or personal, is really an issue of
integrity. I am not suggesting that each
of us is responsible for everything we see and know. I am suggesting that we are responsible for
those things that we are involved in and for which we have the capability to
affect or influence.<o:p></o:p></span></div>
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<span style="font-family: Arial, sans-serif; font-size: 10pt;">Transparency,
responsibility, and integrity are linked in a way that cannot be broken. It is not about an agenda or cause. It is not about a current trend or market
share. It is about....</span></div>
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<span style="font-family: Arial, sans-serif; font-size: 10pt;">Doing the right thing The
right way For the
right reasons<o:p></o:p></span></div>Ken Burkhalterhttp://www.blogger.com/profile/17970117261303622795noreply@blogger.com0tag:blogger.com,1999:blog-8639585251099801589.post-53563159898380559152012-07-15T14:45:00.000-07:002012-07-15T14:45:26.089-07:00Transparent Leadership<br />
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">If
you have ever worked for a leader who is genuinely and intentionally
transparent then you understand the freedom such a leadership style creates. It is in part a freedom to take appropriate
risks, but only in part. More to the
point, it is freedom to be honest, direct, accountable in a non-threatening
manner, and to create.<o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">While
many transparent leaders may be naturally wired this way I do not believe this
leadership style can be successful unless intentional in design and
consistency. A transparent leader must
have confidence in himself or herself, trust in others, and establish an
environment that encourages transparency on a broad scale. These leaders can be recognized by the traits
they exhibit.<o:p></o:p></span></div>
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<b><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">Transparent Leaders
Focus on Solving Problems</span></b><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">: Approaching
failures as problem solving and learning opportunities allows those involved to
objectively search for facts without assigning blame. Accountability remains an important
organizational value with the underlying goals of improving future outcomes
through honest investigation and analysis.
When the root causes are out in the open everyone will know what the
contributing factors were and who was responsible for them. Blaming is not necessary, learning is
mandatory. <o:p></o:p></span></div>
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<b><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">Transparent Leaders
Value Candid Talk:</span></b><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;"> A common mistake in the midst of failure or
conflict is the rush to move past the point of pain to re-establish a
comfortable, non-threatening equilibrium.
This prematurely shuts down the kind of honest discourse that challenges
assumptions and reveals root causes and future opportunities. Respectful dialogue and relationships are key
to creating an environment where candid talk, direct talk about important
issues, is viewed as non-threatening. <o:p></o:p></span></div>
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<b><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">Transparent Leaders
are Fully Engaged:</span></b><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;"> Leaders who “parachute in” to give
motivational speeches, make urgent demands out of context or worse, embarrass or
humiliate, put their own insecurities on full display. Some may still value the full on autocratic
leadership style but it can rarely be successful in today’s business
world. Teamwork and collaboration, the
hallmarks of contemporary business, require a level of trust that can only be
developed by being fully engaged, having the team’s best interest as first
priority, and establishing a win-win environment. Doing so requires that the leader be “present,”
engaged, and focused on removing obstacles to success.<o:p></o:p></span></div>
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<b><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">Transparent Leaders Share
Leadership:</span></b><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;"> With a style that is focused on developing an
environment that values accountability, candid dialogue and engagement;
transparent leaders tend to trust team members with greater responsibility and
freedom. This allows others to take
leadership roles themselves, helping to develop personal and organizational
assets that strengthen the whole.
Releasing team members in this manner and allowing them to share in
leading, including its challenges and rewards, encourages trust and the kind of
shared respect that will serve well in tough circumstances.<o:p></o:p></span></div>
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<b><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">Transparent Leaders
Hire Well:</span></b><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;"> Choosing those you will partner with in a
transparent organization is especially critical. With increased transparency, trust and
loyalty expectations of team members leaders must evaluate talent from a
different perspective. While intellect,
training, experiences and education are always important factors, personal
integrity traits take on greater importance.
Hiring the smartest candidate with the best experience background may
not be the best option if you have questions about their commitment to the
team. To the old adage “hire the best
and the brightest” you should add “and the most trusted.”<o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">The
transparent leadership style is not just about the leader’s personal make
up. True, some personality traits make
it a more natural style for some than others.
But it is also a purposed style with specific values and goals, all of
which can be developed and duplicated.
And that in one sense is the real value of the transparent leader –
duplicating his or her value through leading and mentoring; developing new
leaders who understand, appreciate, and seek to replicate transparent
leadership.<o:p></o:p></span></div>Ken Burkhalterhttp://www.blogger.com/profile/17970117261303622795noreply@blogger.com0tag:blogger.com,1999:blog-8639585251099801589.post-69335891431382671752012-07-08T21:12:00.000-07:002012-07-08T21:13:51.126-07:00Business Agility: A Model for Improving Responsiveness – Pt. 2<br />
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<i><span style="font-size: 10pt;"><span style="font-family: Times, 'Times New Roman', serif;">This
post concludes the series on business agility which I first explored in the
March 25 post. </span><b><o:p></o:p></b></span></i></div>
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<b><span style="font-family: Arial, sans-serif; font-size: 10pt;">AGILITY
IN PRACTICE<o:p></o:p></span></b></div>
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<b><span style="font-family: Arial, sans-serif; font-size: 10pt;">Rely on A Good Compass, Not Maps<o:p></o:p></span></b></div>
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<span style="font-family: Arial, sans-serif; font-size: 10pt;">Today’s
business environment changes too rapidly for a detailed and rigid business
construct to remain viable for very long.
No matter how detailed you try to make a business map it will eventually
mislead you. Developing a “compass,”
however, allows you to navigate territory with a sense of direction, purpose,
and by using currently available intelligence and resources to create a path
forward. Here again, emphasis is placed on organic strategy, one that
anticipates changing opportunities and risks, is purposely alert for their
signals, and which allows for mid-course corrections. </span><span style="font-family: Arial, sans-serif; font-size: 10pt;"><o:p></o:p></span></div>
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<b><span style="font-family: Arial, sans-serif; font-size: 10pt;">Cultivate Resilience Instead of
Strength<o:p></o:p></span></b></div>
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<span style="font-family: Arial, sans-serif; font-size: 10pt;">Organizations that try to resist
failure at all costs view doing so as a strength, often touting that this
preserves resources and improves efficiency.
That may indeed be true, but it also limits the amount of
experimentation constituents feel empowered to undertake, which in turn can
limit the acquisition of knowledge and discovery of opportunities. There is also the issue of speed. High intolerance to risk requires than any
new initiative or idea be thoroughly vetted by all levels of the organization
before approval to proceed is granted, thereby delaying benefits of the
initiative (assuming it does not die on the vine in the process). Entrepreneurial organizations take a
different approach entirely. Here,
“failing early and often” is viewed as a learning process that increases
knowledge and contributes to future success.
While no one would suggest that all organizations should be
entrepreneurial in nature, it is fair to suggest that those which are strongly
oriented in the risk averse direction consider the costs of their stance. Focusing on organizational structures and
governance that improve resiliency provides the ability to accept reasonable
risk with the assurance the organization can recover when needed. This generally means a less autocratic
structure with “check, plan, communicate, act” systems in place to speed
response at the tactical level.<o:p></o:p></span></div>
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<b><span style="font-family: Arial, sans-serif; font-size: 10pt;">Pull Instead of Push</span></b><span style="font-family: Arial, sans-serif; font-size: 10pt;"><o:p></o:p></span></div>
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<span style="font-family: Arial, sans-serif; font-size: 10pt;">One common attribute of agile
organizations is that they invariably share robust networks. Social connections among participants provide
access to intelligence and resources.
Affect networks are based in shared motives, expectation and business or
operational norms. Cognitive networks
focus on shared understanding, common definitions of work, and supportive
systems for doing the work. These
networks do not act alone. While each
has its own core there is significant overlap, allowing each type of network to
influence the others. Information, resources,
strategies, and operational norms are all shared with trusted partners making
resources outside the “home” organization available. Leveraging these networks can provide
opportunities for increasing flexibility and better aligning resources with the
need of the hour. For example, a company
may choose not to fully staff and thereby consume labor resource funds when
work is fluid and requirements shift. In
this case a company may choose instead to maintain a funding pool which allows
it to procure specific skill sets and knowledge on an as-needed basis exactly
when the need exists.<o:p></o:p></span></div>
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<span style="font-family: Arial, sans-serif; font-size: 10pt;">Business agility strives to
create an environment at all three levels (strategic, operational, episodic)
that promotes responsiveness to changing business conditions while avoiding the
chaos and trauma that can paralyze an organization undergoing change. Making increased sensitivity to conditions
and robust responsiveness characteristic creates an environment where change is
expected and less threatening. In
today’s shifting landscape those are valuable traits, especially in the FM
arena.<o:p></o:p></span></div>Ken Burkhalterhttp://www.blogger.com/profile/17970117261303622795noreply@blogger.com0tag:blogger.com,1999:blog-8639585251099801589.post-3330734566662294832012-07-01T16:37:00.000-07:002012-07-01T16:37:23.291-07:00Business Agility: A Model for Improving Responsiveness – Pt. 1<br />
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<i style="background-color: white;"><span style="font-size: 10.0pt;"><span style="font-family: Times, 'Times New Roman', serif;">This post begins a short two part series, continuing
the subject of business agility first examined in my March 25 post. Part One of the series addresses the theory
behind agility. Next week’s Part Two
will focus on the practice of agility.</span></span></i></div>
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<b><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">AGILITY
IN THEORY<o:p></o:p></span></b></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">Business
agility has long been the hallmark of successful organizations, and its
importance in contemporary business is growing.
True agility, however, often requires a mindset and operational dynamic
that is counter intuitive given industry’s penchant for quick fixes and
control. Real agility requires a
business culture and strategy that is sustainable over the long haul. Typical business reactions such as reducing
headcount and services, de-emphasizing customer service, or deferring projects
and initiatives that create capability and capacity will work for the short
term, but they are not generally sustainable.
These strategies consume or discard resources that may be better used
creating and re-energizing.<o:p></o:p></span></div>
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<b><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">Defining Agility – An
Elusive Quest<o:p></o:p></span></b></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">One
of the problems with “Agility” is defining exactly what one means when one uses
the term. It is a common term and
strategy in the IT world, but focuses almost exclusively on IT systems that
improve communication and data sharing to speed processes. Manufacturing types
express agility in terms of customization and last responsible moment
commitments. Knowledge management
professionals describe it as using knowledge management systems to provide
greater or faster awareness of changes. <o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">In
their paper “Understanding Organizational Agility: A
Work-Design Perspective” Holsapple and Li suggest a homogenized
definition that can be applied in most cases, identifying alertness and
response capability as key dimensions of agility. <o:p></o:p></span></div>
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<i><span style="font-size: 11.5pt; mso-bidi-font-weight: bold;"><span style="font-family: Times, 'Times New Roman', serif;">“Agility is the result of integrating alertness to
changes (recognizing opportunities/challenges) – both internal and
environmental – with a capability to use resources in responding
(proactive/reactive) to such changes, all in a timely, flexible, affordable,
relevant manner.”</span><o:p></o:p></span></i></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">Another
important characteristic of agility is recognized in the statement, <o:p></o:p></span></div>
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<i><span style="font-size: 11.5pt;"><span style="font-family: Times, 'Times New Roman', serif;">“Business Agility is in the mind of the
organization and comprises an absolute willingness to constantly monitor one’s
position, in a timely and appropriate manner – not just to respond
quickly.” </span><o:p></o:p></span></i></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">This
statement makes the explicit and often misunderstood point that agility is not
just about speed.<o:p></o:p></span></div>
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<b><span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">Three Levels of
Agility<o:p></o:p></span></b></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">Strategic,
Operational, and Episodic agility comprise the agility spectrum. Each is achieved intentionally through work
design that promotes organizational and cultural drivers which are supportive
of agility.<o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">Strategic
agility can be identified as maximizing organizational alertness to business
changes and integrating response capability.
Its purpose is to structure and govern operational work to assure
alignment with organizational mission and strategies, thereby enhancing the
organization’s ability to identify and take advantage of business
opportunities.<o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">Operational
agility derives from this integration of alertness and response capability,
governing episodic work by allocating resources and setting schedules in the
most efficient manner.</span> <span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;"><o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">Episodic
agility refers to what we may more colloquially describe as transactional or
task-specific work. This is where work
processes produce tangible value. It may
be intellectual collaboration in the case of knowledge workers, or the
fulfillment of specific service or production processes. Importantly, it is at this level where
alertness to task level environmental conditions may lead to process
variance. There is an interesting
dichotomy here between agility, which emphasizes alertness and appropriate
response to changing conditions, and process management which generally
emphasizes control and stability.<o:p></o:p></span></div>
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<span style="font-family: "Arial","sans-serif"; font-size: 10.0pt;">The
three levels have definite boundaries, support each other, and when taken as a
whole permeate the entire organization. In this manner they provide the
combined alertness to changes and response capacities that enable taking
advantage of opportunities, or adjusting to threats in a nimble manner.<o:p></o:p></span></div>
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<i><span style="font-size: 10.0pt;"><span style="font-family: Times, 'Times New Roman', serif;">Next week we discuss three specific strategies
that help improve agility.</span><o:p></o:p></span></i></div>Ken Burkhalterhttp://www.blogger.com/profile/17970117261303622795noreply@blogger.com0tag:blogger.com,1999:blog-8639585251099801589.post-46236495380191716442012-06-24T08:41:00.000-07:002012-06-24T08:41:57.166-07:00Mobile CMMS: The Future Maintenance Team's BFF<span style="font-family: Times, 'Times New Roman', serif;"><i>This week's post comes to us courtesy of Ashley Halligan, an analyst at <a href="http://www.softwareadvice.com/cmms/" target="_blank"><b>Software Advice</b></a>. Ashley focuses here on a topic that is important to all FM's, the adoption and deployment of CMMS solutions (and by extension all forms of FM technology) to speed response and improve quality of service.</i></span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">By Ashley Halligan<o:p></o:p></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">Anyone who's worked in the maintenance management industry
knows that maintenance is a constant task--the slightest oversight can result
in costly asset malfunction, leading to expensive repairs or--worst case
scenario--replacement. That said, having an around-the-clock maintenance team
is a valuable addition to any facility --but having the appropriate staff
available at pertinent times may be impossible. <o:p></o:p></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">And in comes the true value of mobile CMMS and its impending
trend--providing improved reaction time, resulting in immense
cost-savings. <o:p></o:p></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">Because of the sometimes hefty investment of CMMS systems,
some organizations have been hesitant to move forward with such an investment.
Additionally, some techs are intimidated by new technology--some feeling as
though these systems and applications may eliminate the need for their
jobs. <o:p></o:p></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">However, these systems and apps help automate communication
at an organizational level so that all people have access to synchronized
data. <o:p></o:p></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">Some of the core functionalities of these products are as
follows: <o:p></o:p></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Paperless work order management</b>: Managing work orders
either on or off-site saves significant amounts of times, allowing data entry
that's immediately synchronized into the CMMS organization-wide. This also
alleviates the need to handwrite notes that can be miscommunicated, and also
take time to reenter at a later time onsite. <o:p></o:p></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Inventory management</b>: Having synchronized inventory
management is another efficient tool in the field--allowing immediate access to
available assets, as well as equipment that may be issued to other jobs or
locations. At the touch of a finger, a maintenance technician can see if an
asset is available and immediately disperse it to the needed location.<o:p></o:p></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Asset management and QR codes</b>: Having an asset's
entire maintenance history available instantly helps with assigning jobs, or
assessing potential issues. Quick Response or QR codes provide a tool to scan
an asset's code, bringing up its entire history--including preventive maintenance,
malfunctions, reactive maintenance, etc. <o:p></o:p></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">Having these functions available by all maintenance
personnel in all locations an organization may have--provides a platform for
instant communication, immediate updates, and a more cohesive reactivity plan
in the case of malfunction or emergency. <o:p></o:p></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><br />
Read Halligan's original story <a href="http://blog.softwareadvice.com/articles/maintenance-management/mobile-cmms-the-future-maintenance-teams-1060712/"><b>here</b></a>. </span><o:p></o:p></div>Ken Burkhalterhttp://www.blogger.com/profile/17970117261303622795noreply@blogger.com0tag:blogger.com,1999:blog-8639585251099801589.post-17748413165112243192012-06-20T10:31:00.001-07:002012-06-20T10:31:52.377-07:00Alternative Workplace DesignGreat article <a href="http://www.metropolismag.com/story/20120608/designing-for-creativity">here</a> from Martin Pederson at MetroplisMag.com, discussing Jonah Leher's new book, Imagine: How Creativity Works.Ken Burkhalterhttp://www.blogger.com/profile/17970117261303622795noreply@blogger.com0tag:blogger.com,1999:blog-8639585251099801589.post-5652999793866558482012-06-19T13:00:00.000-07:002012-06-19T13:00:38.511-07:00<span style="color: #333333; font-family: 'lucida grande', tahoma, verdana, arial, sans-serif; font-size: 13px; line-height: 18px; text-align: left;">Anytime Bill Gates promotes something we should probably pay attention. The Khan Academy is one, and its (his) potential to influence the future of education is almost unlimited. Take a look at this simple and powerful concept. </span><br />
<span style="color: #333333; font-family: 'lucida grande', tahoma, verdana, arial, sans-serif; font-size: 13px; line-height: 18px; text-align: left;"><br /></span><br />
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<iframe allowfullscreen='allowfullscreen' webkitallowfullscreen='webkitallowfullscreen' mozallowfullscreen='mozallowfullscreen' width='320' height='266' src='https://www.youtube.com/embed/UuMTSU9DcqQ?feature=player_embedded' frameborder='0'></iframe></div>
<span style="color: #333333; font-family: 'lucida grande', tahoma, verdana, arial, sans-serif; font-size: 13px; line-height: 18px; text-align: left;"><br /></span>Ken Burkhalterhttp://www.blogger.com/profile/17970117261303622795noreply@blogger.com0tag:blogger.com,1999:blog-8639585251099801589.post-34411830180027067932012-06-03T20:20:00.000-07:002012-06-06T23:51:32.589-07:00Connecting the Dots - Why Economic News Matters to FM's<span style="font-family: Arial, Helvetica, sans-serif;">It is never a safe or necessarily wise thing to try to predict the future, and I am not. Make no mistake about that. But all of us should maintain an awareness of the world around us as we plan our personal and business lives. I am generally an optimist and pragmatic, believing that trends are cyclical; when it's bad it is bound to get better, and when it is good a healthy dose of realism when planning is prudent. That said, I also recognize that some highs are higher, and some lows are lower.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">As I listen to the voices around me and filter them through my own biases and experience, some resonate. A couple of information "dots" that I am now connecting give pause. </span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjGwSWrkdrLl1LuTN9CMy40o-IEolrB47-Ks04TU6zvnmfCSD9qNXZNjJsPC7r1RUgR4xP2lXtauGzuxSRTD3cBQQ4PZ2f-Kn4p57WLaQn-18ZuCRG3HVW4IWnQ5So0iBGSHIvXuyxI9aHz/s1600/PayrollProjectionsAlignedMay2012.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="201" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjGwSWrkdrLl1LuTN9CMy40o-IEolrB47-Ks04TU6zvnmfCSD9qNXZNjJsPC7r1RUgR4xP2lXtauGzuxSRTD3cBQQ4PZ2f-Kn4p57WLaQn-18ZuCRG3HVW4IWnQ5So0iBGSHIvXuyxI9aHz/s320/PayrollProjectionsAlignedMay2012.jpg" width="320" /></a></div>
<span style="font-family: Arial, Helvetica, sans-serif;">Bill McBride over at the <a href="http://www.calculatedriskblog.com/2012/06/sluggish-growth-and-payroll-employment.html"><b>Calculated Risk</b></a> blog is one of the best I see at giving us hard data coupled with objective information. If you track his history over the last few years you will quickly understand why he is respected as one of the best in the area of simplifying economic information (why I appreciate him so much) for greater understanding. He gives us this reality check as it relates to employment numbers. We all know it has been a rough road. Looking at this graph makes it clear that this has been a very deep and wide trench. It is good that we have begun to claw our way up, but last week's employment numbers amplify that we have a long way to go.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">Robert Zoellick, departing president of the World Bank offers a sobering summary of world wide economic fragility in this recent Wall Street Journal<b> <a href="http://blogs.wsj.com/economics/2012/05/30/qa-world-banks-zoellick-on-the-global-economy-euro-zone-crisis-and-u-s-fiscal-cliff/">interview</a></b>. The list is long...Europe's issues, lackluster U.S. job growth, general lack of political will to make necessary choices, the impending "cliff" facing the U.S. economy, escalating difficulties in developing nations as they struggle with trickle down effects and their own issues all combine to form a daunting image of the months and year(s) ahead. </span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhIA9_NDMUAoPiAQfnBrY9MbZo3z3Jk_QWhJCj0HEJl7042EAvwZeAoSQZchsfhNMPZOloHSF12KU6I3nyTUNWhZ_5Q4B5zRA_cnIJUBRHyZ_zc7qmXhGJzes74BK68Qb2CqOvV1EMTomUv/s1600/globaloutlook.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="211" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhIA9_NDMUAoPiAQfnBrY9MbZo3z3Jk_QWhJCj0HEJl7042EAvwZeAoSQZchsfhNMPZOloHSF12KU6I3nyTUNWhZ_5Q4B5zRA_cnIJUBRHyZ_zc7qmXhGJzes74BK68Qb2CqOvV1EMTomUv/s320/globaloutlook.jpg" width="320" /></a><span style="font-family: Arial, Helvetica, sans-serif;">The <a href="http://www.conference-board.org/data/globaloutlook.cfm"><b>Conference Board</b></a> offers supporting albeit more positive analysis, including the following statement on the outlook for advanced economies.</span><span style="font-family: inherit;"> </span><br />
<span style="background-color: white; font-size: 12px; line-height: 18px;"><span style="font-family: inherit;"><br /></span></span><br />
<span style="background-color: white; font-family: Times, 'Times New Roman', serif; line-height: 18px;"><i>"Advanced economy growth is expected to slow down from an already meager 1.6 percent in 2011 to 1.3 percent in 2012. For 2013-2016, the outlook suggests some recovery in advanced economies, bringing these countries back to the pre-recession growth trend of a little more than 2 percent."</i></span><br />
<span style="background-color: white; line-height: 18px;"><i><span style="font-family: inherit;"><br /></span></i></span><br />
<span style="font-family: Arial, Helvetica, sans-serif; line-height: 18px;">I am not suggesting doom and gloom here and I note again that I am not a trained or even amateur economist. However, I do pay attention to the data points as those who are expert talk. From all accounts this will continue to be a period of increased risk and fragility. This month and the rest of the summer will be important as Europe makes decisions that will affect all of us for decades. Those dots have connected and will continue to do so. They bear watching, closely.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif; line-height: 18px;">As FM leaders we share a responsibility to guide our organizations through the future. Keeping our eyes and ears attuned to the outside world as it changes and adapts economically is an important function in forming strategy and capital development plans. </span><br />
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<br />Ken Burkhalterhttp://www.blogger.com/profile/17970117261303622795noreply@blogger.com0tag:blogger.com,1999:blog-8639585251099801589.post-5075214728854129782012-05-31T08:02:00.000-07:002012-06-06T23:52:41.000-07:00Construction Activity and Materials Costs Moving Higher<span style="font-family: Arial, Helvetica, sans-serif;"><b>Buildings Magazine</b> reports that non-residential construction activity is up 2% from last year. Most sectors appear to be on the rebound except public works. Overall commodity increases are running slightly higher at 3% on average, with steel and carpet (6%) and paint (8%) leading the way. Lumber and brick are trending down, plywood remains essentially flat.</span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjAl8gshhamptsDkrV8s440bgXLeUT0EqOFJ_pWwXEOEYBVLMKSiV8qmhcU8YfoMRjBI82krJlMiJ2ualfwIOYaBzEQ2Wq4Ht_u5mxElt6mSikc6bn6-nRqAPyPgR0Mr-m_3HLUKb1pzkrx/s1600/B_0512_FacilityCost5_lg.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><span style="font-family: Arial, Helvetica, sans-serif;"><img border="0" height="205" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjAl8gshhamptsDkrV8s440bgXLeUT0EqOFJ_pWwXEOEYBVLMKSiV8qmhcU8YfoMRjBI82krJlMiJ2ualfwIOYaBzEQ2Wq4Ht_u5mxElt6mSikc6bn6-nRqAPyPgR0Mr-m_3HLUKb1pzkrx/s320/B_0512_FacilityCost5_lg.jpg" width="320" /></span></a><span style="font-family: Arial, Helvetica, sans-serif;">One can make one's own determination on the future trajectory of this chart. Some will interpret it as a sign of gathering turn around momentum while others will suggest that the pull back in government spending in the public works sector is likely to create future drag. Time will tell.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">For now, however, activity is up and price increases appear moderate. Those, at least, are positive signs.</span><br />
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<br />Ken Burkhalterhttp://www.blogger.com/profile/17970117261303622795noreply@blogger.com1tag:blogger.com,1999:blog-8639585251099801589.post-2123196823007740272012-05-28T20:49:00.001-07:002012-05-28T20:51:01.503-07:00Count the Paper Clips<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjHHgTSSJjy3Cx1F5gX6dN3VqFgXDdHZUIB0Kc9bvVTQ8F_TdWGSjMRlIOh5BB6SxqSnbU_sa2rDxEkCyUWZfpjDvVRoxmwGHIemX7ppMCwPFJI4-y7MP4RWG3f4Vr-p1osZgw5o8EseAnH/s1600/metrics_analysis_pyramid2.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="218" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjHHgTSSJjy3Cx1F5gX6dN3VqFgXDdHZUIB0Kc9bvVTQ8F_TdWGSjMRlIOh5BB6SxqSnbU_sa2rDxEkCyUWZfpjDvVRoxmwGHIemX7ppMCwPFJI4-y7MP4RWG3f4Vr-p1osZgw5o8EseAnH/s400/metrics_analysis_pyramid2.jpg" width="400" /></a></div>
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<span style="font-family: Arial, sans-serif; font-size: 10pt;">If
you read this blog even occasionally you know that I am a big fan of data and
metrics in managing the FM domain.</span><span style="font-family: Arial, sans-serif; font-size: 10pt;"> </span><span style="font-family: Arial, sans-serif; font-size: 10pt;">Our
group routinely tracks, analyzes and reports data on the full breadth of
services we perform.</span><span style="font-family: Arial, sans-serif; font-size: 10pt;"> </span><span style="font-family: Arial, sans-serif; font-size: 10pt;">As a result we are
tuned in to the pace of our business and can almost feel minute shifts that
signal change we should be aware of.</span></div>
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<span style="font-family: Arial, sans-serif; font-size: 10pt;">We
are now reaping the daily dividends of a grass roots effort begun several years
ago when “count the paper clips” first came into our lexicon. That was the direction given when a manager
asked, “What should we count?” upon hearing that we were going to undertake a
metrics program. It was a brilliant
answer.<o:p></o:p></span></div>
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<span style="font-family: Arial, sans-serif; font-size: 10pt;">That
response started us immediately. If we
had said, “Let’s design a program. We
need a system before we can start,” or asked “Who has the knowledge and
skillsets we need?” we would have been stalled at the start. The answer “count the paper clips” mobilized
us to immediate action. We did not have
a system, program, or organizational structure, but we knew we could count them
and we did. While we were at it, we
counted everything else.<o:p></o:p></span></div>
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<span style="font-family: Arial, sans-serif; font-size: 10pt;">As
a result, we now have data going back several years on every facet of our
operation. Over time our capabilities
and sophistication have grown. When we
started we knew how to count. Today, we
capture, analyze, project, and plan strategically based on what we know for
certain and can predict with high accuracy.
We can anticipate shifts in business patterns before they occur based on
well established relationships between disparate data points.<o:p></o:p></span></div>
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<span style="font-family: Arial, sans-serif; font-size: 10pt;">The
payoff for us is not simply that we are able to do a better job with greater
accuracy. The job is also more fun. By enabling our staff with training and
giving them a vision we have allowed them to learn, participate, discover, and
grow. The great bulk of the work is
accomplished by line staff who are in direct contact with systems, processes,
and customers. Virtually all team
members have been trained in basic statistics including data gathering, data
structure, pivot tables and pivot charts, data smoothing, analysis, and how to
format and report operational data. <o:p></o:p></span></div>
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<span style="font-family: Arial, sans-serif; font-size: 10pt;">This
metrics initiative fueled the start of our Continuous Improvement initiative
when it came along soon after. Unlike
some others, the Facilities staff knew and understood the importance of data
driven planning and were familiar with the routines and discipline required to
be effective in the quality improvement effort.<o:p></o:p></span></div>
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<span style="font-family: Arial, sans-serif; font-size: 10pt;">Every
month line managers gather to review metrics and analyses that have been
produced by staff. We track and analyze
details to identify trouble spots and opportunities. We investigate causes, analyze data, and adjust
operations. We have seen our Customer Satisfaction scores improve markedly
while getting more done and focusing our efforts on what really matters. We work hard at it and the results show
it. Our group is rightfully proud of
their abilities and we serve our organization better than we did before.<o:p></o:p></span></div>
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<span style="font-family: Arial, sans-serif; font-size: 10pt;">And
it all started with counting paper clips. <o:p></o:p></span></div>Ken Burkhalterhttp://www.blogger.com/profile/17970117261303622795noreply@blogger.com1tag:blogger.com,1999:blog-8639585251099801589.post-24965313754573758692012-03-26T12:25:00.001-07:002012-03-26T12:35:12.479-07:00The Magic of Doing One Thing At A TimeTony Schwartz has a great blog post at HBR on how multi-tasking is not always such a good thing. Good stuff and I'm a believer. It's more than longing for "the good old days," it's about being able to maximize the impact of our time. Check out .... <a href="http://bit.ly/y7wvHy">http://bit.ly/y7wvHy</a>Ken Burkhalterhttp://www.blogger.com/profile/17970117261303622795noreply@blogger.com0tag:blogger.com,1999:blog-8639585251099801589.post-61799475736834915302012-03-25T19:52:00.003-07:002012-04-03T19:57:16.615-07:00Agile FM<div class="MsoNormal"><div class="separator" style="clear: both; text-align: center;"></div><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj8wXeknl_Wu00p1TXNuO2Kz49gJM7O0BF4e19pv7jUkcyvl4OMJh4hi4LBY67Bi_zUJE6kO1s2h0wAw971_BbAEPu6hpkKP-m3DbqQcnXJA7SnSil-tXbHb-cz_ZqxOkq6q4OC8sBREtlA/s1600/imgres.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="196" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj8wXeknl_Wu00p1TXNuO2Kz49gJM7O0BF4e19pv7jUkcyvl4OMJh4hi4LBY67Bi_zUJE6kO1s2h0wAw971_BbAEPu6hpkKP-m3DbqQcnXJA7SnSil-tXbHb-cz_ZqxOkq6q4OC8sBREtlA/s320/imgres.jpg" width="320" /></a></div><span style="font-family: Arial, sans-serif; font-size: 10pt;">You hear a lot these days about “agile” project management. This term is generally used by IT project managers to describe software development and system roll out projects. The general sense is that agility improves project outcomes by valuing open collaboration, speed of process, and transparency. While “Agile Project Management” is an important and valuable tool in the PM context, even in non-IT environments, I do not believe this limited scope should be taken as the definition, or necessarily even the goal of what we might call “Agile FM.”<o:p></o:p></span></div><div class="MsoNormal"><br />
</div><div class="MsoNormal"><span style="font-family: Arial, sans-serif; font-size: 10pt;">Given FM’s scope of responsibilities and today’s business climate with limits on capital resources, changing priorities, new competencies and more, it is important that FM be agile in the way it approaches its responsibilities and delivers services.<o:p></o:p></span></div><div class="MsoNormal"><br />
</div><div class="MsoNormal"><span style="font-family: Arial, sans-serif; font-size: 10pt;">At a recent meeting I heard what I think is a very good articulation of an agile organization, and I think it can be directly applied to the FM function in nearly any enterprise.<o:p></o:p></span></div><div class="MsoNormal"><br />
</div><div class="MsoNormal"><b><span style="font-family: Arial, sans-serif; font-size: 10pt;">Become More <u>Efficient</u> at Everything We Do<o:p></o:p></span></b></div><div class="MsoNormal"><span style="font-family: Arial, sans-serif; font-size: 10pt;">Efficiency is key to optimizing work processes in a manner that improves speed, quality, cost, and customer satisfaction. The greater the gain in any of these dimensions the more efficient a process is. Efficiency is not always about speed, rather it is about the time and/or cost of the process relative to the quality of outcome. Anything you do to improve the quality in those dimensions makes it more efficient.<o:p></o:p></span></div><div class="MsoNormal"><br />
</div><div class="MsoNormal"><span style="font-family: Arial, sans-serif; font-size: 10pt;">Aside from providing better outcomes to a process, improved efficiency also delivers another benefit – opportunity. The financial and human resources freed up by more efficient processes are available for application to other areas. The accumulated savings of multiple efficiency gains can be deployed against other processes or problems. In effect, the organization self-funds improvement activities. Continued over time this behavior will develop into a culture that thrives on innovating solutions and creating new opportunities.<o:p></o:p></span></div><div class="MsoNormal"><br />
</div><div class="MsoNormal"><b><span style="font-family: Arial, sans-serif; font-size: 10pt;">Accelerate <u>Transformations</u><o:p></o:p></span></b></div><div class="MsoNormal"><span style="font-family: Arial, sans-serif; font-size: 10pt;">Accelerating the pace of transformation provides a needed sense of urgency to help overcome resistance to change, and supports the development of favorable expectations. This cannot happen without a focused plan and executive sponsorship that demonstrates steady commitment to transformation processes. <o:p></o:p></span></div><div class="MsoNormal"><br />
</div><div class="MsoNormal"><span style="font-family: Arial, sans-serif; font-size: 10pt;">Transformation is often about simplifying, creating clear pathways through complex systems and processes. When thought of this way transformation doesn’t seem so daunting. At its base it is about making work, and therefore life, easier. Who doesn’t want that? But initial changes that improve processes and systems are not the goal. True transformation changes organizations in ways that encourage and support future transformation. In many ways it is about creating a new culture, one that accepts constant change throughout the organization without paralyzing it. By leveraging the existing culture and organizational values a new culture of transformation is established and nurtured.<o:p></o:p></span></div><div class="MsoNormal"><br />
</div><div class="MsoNormal"><span style="font-family: Arial, sans-serif; font-size: 10pt;">Two final points on transformation: First, this new culture will need to be nourished. Abandoning efforts to validate it after the first few wins risks a quick, and likely painful regression. Secondly, a key deliverable of any transformation initiative should be the building in of change tolerance to all core processes. This enables the kind of continuing change that keeps moving the organization forward.<o:p></o:p></span></div><div class="MsoNormal"><br />
</div><div class="MsoNormal"><b><span style="font-family: Arial, sans-serif; font-size: 10pt;">Illuminate <u>Trade-Offs</u>, Make <u>Decisions<o:p></o:p></u></span></b></div><div class="MsoNormal"><span style="font-family: Arial, sans-serif; font-size: 10pt;">Agile organizations are by definition constantly evolving organizations. That means that there is a never ending process of discovery, investigation, option analysis, decision making, implementation, and feedback. <o:p></o:p></span></div><div class="MsoNormal"><br />
</div><div class="MsoNormal"><span style="font-family: Arial, sans-serif; font-size: 10pt;">The importance of objective trade-off analyses cannot be over stated - the commitment to objectivity is a critical part of agility. It places less value on assumptions and personal power and more value on transparency and fact-based evaluation. In the quest for objectivity there is empowerment that supports the asking of tough questions, the kind that might not get asked if the security of that value is not present. Answers to those questions present and illuminate facts that might not be known if the questions were never asked.<o:p></o:p></span></div><div class="MsoNormal"><br />
</div><div class="MsoNormal"><span style="font-family: Arial, sans-serif; font-size: 10pt;">Once the objective analysis presents clearly defined options it is time to decide. The speed of decision making is important because it helps maintain or diminishes momentum. On the other side of the coin, the speed of decision making can be largely affected by organizational risk tolerance. Some organizations have a culture that allows making decisions as quickly as possible, accepting that there is more risk of a wrong decision than if waiting until more facts are available. Organizations with this model tend to be entrepreneurial in style if not practice. Other organizations may require nearly all or all known available information before making decisions. These tend to be long-view oriented and institutional in nature.<o:p></o:p></span></div><div class="MsoNormal"><br />
</div><div class="MsoNormal"><span style="font-family: Arial, sans-serif; font-size: 10pt;">Generally, it is better to make decisions at the earliest possible moment in order to accelerate the benefit of those decisions. Organizations that fall into the latter category mentioned above, those that require greater amounts of information and never ending analysis before making decisions, handicap themselves in the effort to be agile and nimble. Unless they are in a very protected class they run the risk of analyzing themselves into irrelevancy, or worse. Today’s world does not coddle those who cannot look, decide and act with precision and speed. <o:p></o:p></span></div><div class="MsoNormal"><br />
</div><div class="MsoNormal"><b><u><span style="font-family: Arial, sans-serif; font-size: 10pt;">Start Now</span></u></b><b><span style="font-family: Arial, sans-serif; font-size: 10pt;"> – Don’t Wait<o:p></o:p></span></b></div><div class="MsoNormal"><span style="font-family: Arial, sans-serif; font-size: 10pt;">Agility is about movement and momentum. Waiting to start only perpetuates the present and loses the opportunity of the future. Once you’ve made the decision (there’s that word again) then get to it. Don’t become paralyzed by planning, scheduling, convincing and all the other reasons you could think of to wait until you can get it perfect. Don’t worry about perfect. Worry about getting started…now. Start small if you must, but start now. Start with small projects, celebrate success, build the culture, change your future. Develop momentum - you can worry about perfection later.<o:p></o:p></span></div>Ken Burkhalterhttp://www.blogger.com/profile/17970117261303622795noreply@blogger.com0