The Discipline of High-Tech Leaders
Interestin article that reinforces the simple view of managing business performance through a cascaded system of aligned goals and objectives with metrics and an explicit prioritization scheme to decide which goal gets more importance. Further the emphasis on weekly reviews to keep the whole system disciplined and moving along...
Note also that this is in a High Tech segment, where there is a lot of continuous technical change. So we are not talking about an easy context such as that provided in a leading company in a slow-growth mature industry.
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The Discipline of High-Tech Leaders: "Plans don't count for much unless people track their progress, and even the best plans need to be modified. Etec uses three rules to keep work reviews fast and focused. People should limit their status reports to a total of four minutes. For each goal, people should cover four elements: objectives, status, issues, recommendations. Finally, the reviews themselves should encourage joint problem-solving rather than just reporting.
Phil Arnold's routine is typical. He meets every Monday "
Note also that this is in a High Tech segment, where there is a lot of continuous technical change. So we are not talking about an easy context such as that provided in a leading company in a slow-growth mature industry.
.....
The Discipline of High-Tech Leaders: "Plans don't count for much unless people track their progress, and even the best plans need to be modified. Etec uses three rules to keep work reviews fast and focused. People should limit their status reports to a total of four minutes. For each goal, people should cover four elements: objectives, status, issues, recommendations. Finally, the reviews themselves should encourage joint problem-solving rather than just reporting.
Phil Arnold's routine is typical. He meets every Monday "
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