Inertia and the bottom line
The classic definition of inertia is ‘a tendency to do nothing or to remain unchanged’, or, in relation to physics, ‘a property of matter by which it continues in its existing state of rest or uniform motion in a straight line, unless that state is changed by an external force.’ On the other hand, trance is defined as ‘a half-conscious state characterised by an absence of response to external stimuli, typically as induced by hypnosis or entered by a medium.’
These two words, inertia and trance, connote the imagery of lethargy, helplessness and a lack of will power to change that which is perceived as the given; or at worse, complacency. If not managed properly, inertia can spell the death knell for a promising business enterprise. That said, inertia has the intrinsic dual property of discord and promise- that the languid can be converted, through well-thought-out strategy and plan of action, to full potential. But how?
The trees for the forest
At times, the humdrum of every day chores at the workplace can make the staff or management not see the forest for the trees. However, setting reminders on the mission and vision of the organisation via focused meetings, retreats and group activities can reenergise the workforce in seeing what they do daily as adding up to something greater. Distractions and sideshows that threaten to derail the organisation in the execution of its mandate should be minimised or eliminated altogether. As a rule of thumb, anyone at an impasse should ask himself, “Three years (or whatever number of years the organisation’s strategic action plan is set at) down the line, will it matter?” with the answer informing how the impasse is dealt with.
From bureacrazy to stewardship
Bureaucracy is essential in anchoring an organisation’s sustainability. This is so as it sets up systems and introduces checks and balances for the overall growth and prosperity of an organisation. That said, however, bureaucracy can be stifling at times, more so when the systems set up become obstacles towards serving the intended consumer. For example, a customer may call Corp X, which deals with printing, to get a quote for an urgent job, only to be told that the relevant person who can assist him is out for a day or two. Naturally, the customer will call another company where his needs are put first, thus translating into lost business for Corp X. However, had the corporation cultivated its systems to serve first in lieu of bureaucracy, it would be better off for it.
Evolving to revolve
In today’s world, what was hot in the morning might not be by evening. Consequently, organisations have to constantly evolve to harness the revolution in their spheres of operation when it does happen. This involves keeping abreast with market trends, technology, pioneering, predicting and being responsive to consumers’ needs and wants. Crucial to this is the ability for an organisation to be flexible and adaptive in is operations.
Waterslides for bottlenecks
Summer, exhilarating, fresh air, lifetime memories… waterslides are fun. On the other hand, bottlenecks conjure the imagery of choking and unnecessary impediments that slows down a great project. As an organisation, streamlining your systems and matching resources to needs is akin to erecting waterslides as they ensure work proceeds smoothly and the personnel enjoy the work. This calls for effective communication, delegation and prioritisation of tasks.