Speeding up business performance: myths and best practices

The acceleration of business performance (in the short term in particular) is one of those goals affected by several misunderstandings. With Marco Grazioli, President of The European House — Ambrosetti, let’s try to browse the main ones and the ways to avoid them.

The acceleration of business performance (in the short term in particular) is one of those goals affected by several misunderstandings. With Marco Grazioli, President of The European House — Ambrosetti, let’s try to browse the main ones and the ways to avoid them.

1) Within an Organization there is no relationship between the ability to produce acceleration and the one to produce change

Acceleration works on producing better results in the short or very short term (generally in a time span from 5 to 90 days).

Speed and acceleration are two different formulas: Speed: Delta on space time Acceleration: Delta space on time squared

2) What acceleration is NOT

Acceleration is not a continuous improvement/advancement.

What do you mean by acceleration then?

Acceleration is the sum of the behavior of few individuals, small groups (from 3 to 12 people, possibly created when needed) — to be used for short time “jerking”.

How do you prepare for acceleration in order to be ready to jump at the chance to use it, when needed?

Foster the share capital (the number of people known by single individuals, with whom they have good relations within the organizational context — not only in the specific company, but also in the business / stakeholder system as a whole).

The ability of people (not just top managers) to generate good relations is a competitive factor in the acceleration phase.

This share capital can be of:

  • Reciprocity: help someone because in the future I expect just the same aid / mutual generosity
  • Solidarity: generosity is granted for free when individuals feel so good within a context that “helping out” is a reward itself.

Have a “waste basket” where you store un-selected ideas (most of them are discarded in a timeframe close to when they are generated) and can be used at the right time. The more this basket is big and contains ideas by the largest number of people, the easier will be to produce acceleration.

People who produce acceleration have a strong motivation, induced by 3 factors; they only need to implement 2 of them, the most viable depending on the organization’s prominent features:

  • Provide broader room for autonomy during the phase of production’s acceleration
  • Have an absolute expertise (individuals should consider themselves able to master a specific field extremely well). When you accelerate you should not hesitate
  • Promote the networking (quality — quantity) and the exchanges between units.

3) How acceleration can be triggered:

  • Choose those people, strong enough to tolerate the rejection of their ideas and find it hard to accept a task
  • When small groups are made up, take into account the people, not the roles and even less the “characters”
  • When choosing people for situations like this, use your hearth, as this is a decision not to be taken only by your brain
  • Examine primarily the solutions previously discarded (4–5 years), plus the potential solutions discarded by your competitors
  • Find out the issues generating internal conflict within the organization (right there, especially if the conflict was deep, is where the potential for acceleration might be: thus, it may be worthwhile to launch a “60-day limited risk campaign” to test the effectiveness of it).

Find out our next live webinars: www.ambrosettilive.com

Send by email


Originally published at www.ambrosetti.eu on February 28, 2017.

Show your support

Clapping shows how much you appreciated TEH-Ambrosetti’s story.