What (not who) is to Blame for the Wells Fargo Catastrophe?

Posted by J. Nirdosh Reddy
On May 30, 2017
Company Culture

At Wells Fargo, the top management set aggressive sales targets for their branch managers – a certain number of new accounts to be opened per quarter. In turn, the branch managers set similar aggressive targets for their employees. The bank’s employees worked hard and tried to meet their demanding quotas. About 5,300 employees who didn’t […]

The Full Story Behind Anaar

Posted by J. Nirdosh Reddy
On May 20, 2017
Events

Many years ago, in 1988 to be precise, I was working in the Corporate Quality Office at Ford Motor Company. I was invited to deliver a keynote address at the 1988 CEO conference organized by the American Supplier Institute. The topic was ‘Policy Management’ which, broadly speaking, is a different way of developing and implementing […]

Developing and executing annual and strategic business plans

Posted by J. Nirdosh Reddy
On April 29, 2017
BPM Concepts

There is a nice ring to the phrase ‘Strategic Business Plan’ – all three of those words are exciting. They connote thoughtful decision-making and paint a bright picture of a future of possibilities. Similarly, Annual Business Plan or Annual Operating Plan projects what the organization is intending to achieve in the coming year. The projection […]

Always Look at Things from a Customer’s Point of View

Posted by J. Nirdosh Reddy
On April 16, 2017
BPM Concepts

Don’t we always look at things from a customer’s point of view? The sad truth is that we don’t, but we need to. We live in a world which is essentially a buyer’s market where customers reign supreme. One dissatisfied customer tells ten other potential customers causing you to lose market share; one delighted customer […]

What is the point of an org chart, and do I need one?

Posted by J. Nirdosh Reddy
On March 30, 2017
BPM Concepts

When you ask the CEO of an enterprise how their business unit is organized, what you are given, in most cases, is an organization chart (org chart), as shown below. It shows the structure of the enterprise – how people are divided into different functions, departments and sections. It communicates the chain of command. It […]

W. Edwards Deming’s 14 Points Revisited

Posted by J. Nirdosh Reddy
On March 25, 2017
BPM Concepts

Why should we revisit Deming’s ideas? Because his teachings are needed as much now as in the 1980s, when the US rediscovered its own son who had been revolutionizing management practices worldwide, especially in Japan. The recession of 1980 was brutal (not as bad as the 2008 Great Recession, but fairly close). The US automobile […]

Time Spent on Planning for the Future

Posted by J. Nirdosh Reddy
On February 25, 2017
Management Ideas

If you are a member of the top management of an organization, especially a Small or Medium-sized Enterprise (SME), it is an understatement to say that you carry an enormous burden to keep it going. Your days are packed with issues of all kinds. Where is your time going? Given this situation, when I ask […]

How do you react when something goes wrong?

Posted by J. Nirdosh Reddy
On February 15, 2017
BPM Concepts

Read the riot act? Blame somebody? Punish somebody so that everybody gets the message about your displeasure? In management, we always have good intentions. So, intentions are not under question. What are the consequences of our actions and do our actions help or hurt competitiveness of the enterprise? What we did in the past may […]

Managing Your Business With Facts – Easier Said Than Done

Posted by J. Nirdosh Reddy
On February 1, 2017
Company Culture

One of the 6 guiding principles for prospering in the 21st century is: Manage with facts, not opinions. As we all know, that is easier said than done. Managing with facts is one of the most important areas of transformation. The way you and your people react to problems makes all the difference between winning or […]

Do Employees Really Resist Change?

Posted by J. Nirdosh Reddy
On January 15, 2017
Management Ideas

When I ask this question in my workshops, the vast majority of people say ‘yes’, but there are some who say ‘no’. Over 30 years ago, I was one of those who said ‘yes’ vehemently. I was a manager at the Ford Motor Company in Dearborn, Michigan. I was recently promoted. I concluded that there […]

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