As if there’s any point in providing the history:
From your exhaustive re-reading of all the preceding parts, you’ll know that we have three questions:
- Who is your ideal employee?
A: Those employees most likely to maintain and grow their productivity in the future and who have the most potential to increase value for our future customers
- What proportion of your workforce could be classed as your ideal employee?
- How do you increase that proportion?
In Part V, we were beginning to build the answer to the second question, by looking at how to derive products
[yes, and services]
from a simple customer value proposition
and identifying 5 areas of work most critical to bringing that product to life:
So, there you have your answer… R&D, Manufacturing, Marketing, Sales and… er… HR?
Not really. The answer to question 2 isn’t simply that those organizational functions are important, despite the
[claims of the respective leaders of those functions trying to avoid budget cuts]
mythology of corporate abnormality holding them near sacrosanct as it perpetuates the illusion of hunky-doryness .
You see, we know those functions and there’s a panoply of individual contribution within and across them. We’re not talking about performance – we’ve got that covered in the answer to question 1. The contribution we’re referring to here is that of making the future look different to today. Yes indeed, even amongst the home of the future(®) that is R&D, there are more folk intent on keeping things just the way they’ve always been than those who truly want to break new ground.
Even R&D is populated with
[geniuses, geeks, nerds, robots… delete as appropriate]
people. And without a catalyst or
leadership, the majority of people will seek to maintain an uncomfortable status quo rather than leap into the unknown.
So, one way of answering question 2 is simply:
Those employees who are willing to be your ideal employee
but that’s somewhat circuitous logic
[which BadConsultant would only use if being paid for this contribution]
and wholly unsatisfying.
So let’s try and construct a more detailed and nuanced answer to question 2 – What proportion of your workforce could be classed as your ideal employee?
Those employees who willingly and consistently flex our innovation, production, brand, face and culture to develop and deliver products and services that release unseen potential for our customers
OK, let’s throw that against the wall and see what sticks.
[yes, this stuff really is as easy as cooking pasta]
Taking the first two answers together, we have increasing individual productivity to meet future customer needs by willingly flexing innovation, production, brand, face and culture to release unseen potential. Or:
Performer – Customer – Potential
And yes, there are those who will say that Customer should always come first, and to those commentators BadConsultant would say
[bad luck, we’re writing this]
this blog doesn’t make it easy to draw venn diagrams but, if it makes it easier for you:
The answer to question 2 is, therefore, those employees who use innovation, production, brand, face or culture willingly and consistently to stay in the red ‘sweet-spot’.
Alles klar? We’ll be back soon to transition from question 2 to question 3 – What can you do about it?