Decisions regarding different strategic, tactical and operational matters will always be taken. The choice is to take these critical decisions in a formal workshop environment after proper multidisciplinary input and consideration. If this process is not used and its document not treated as a living and dynamic works document the same decisions will be taken in coffee shops, bathrooms or in cars. They probably will be out of context with the strategy, tactics or operational decisions the rest of the company is working on or not perfectly aligned with decisions and actions that have been set in motion previously. 

 

This is the recipe for inefficiency, ineffectiveness, even failure – a darkness of ignorance that easily finds setting the scene for a fly-by-night operation managed by the seat of many pants and shooting out different hips.   

 

From this formal procedure follows a works document for training, information and for decision making. Continuous adjustments will depend on the prioritized remedial steps suggested by the Performance Improvement Proposals management will be receiving. This document should never leave the desks of decision-makers as they will regularly refer to it for adjustments for all to follow. Adjustments to planning and decision are inevitable due to the results on the ground - where the “tyre hits the tar”. 

 

It is this document that the Centre for Applied Human and Management Science will use as a basis for your Customised Accelerated Corporate Development Programme to assist organizations to reach their predetermined goals.