In our first three posts, we highlighted changes big and small that have slowed the expected early warning and countermeasures that senior management has come to rely upon. This post covers what’s specifically what’s hindering enterprise “agents of change”-- those sharp and insightful employees who are expected to provide valuable insights and feedback.
Enterprises often have “agents of change” that bring perspectives and process improvements to improve performance and resilience. Those ‘agents’ have been focused on the immediate tasks over the last 18 months. The changes are the results of that “resilience capacity” that has is often present. Enterprises have experienced a measurable increase in operational productivity over the period. Informed observations see the most productive staff – such as the ‘agents’ – have become more productive. Surveys point to the willingness of many staff to trade some working hours in the reduction of daily travel away from home and family. An uncommon example is attorneys’ at major firms increasing billable time as commuting and unnecessary tasks are reduced. As good as this sounds, it has downsides as well in less formal processes like early warnings of disruptions.
A key unforeseen consequence of the intense focus on execution is a change in the quantity and quality of ‘intelligence’ that feeds back to senior management from customer operations, product development, and service managers. Simply put, the most effective and valued employees are doing a great job executing and don’t have time and attention for what’s going on outside.
Our final post deals with expanded descriptions of our recommended actions for Senior Management
Read our other posts at www.ekalore.com/ars
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