TO CRACK IT TRACK IT. ELIMINATE SURPRISES AND MITIGATE RISKS IN YOUR BUSINESSES

By Nitin Taneja


One thing which leaders hate the most is surprise. It baffles them that when processes were going perfect till last review then suddenly how come there is this burning issue which needs firefighting. Where did this backlog come from or how come the vendors are not being paid when money is lying in the bank.




LONG RANGE PLANS OR WILD A** GUESSES?
By Nitin Taneja


How many of you open the plans after they are neatly bound and rested in peace never to be used again? Epitaph reads “Lying unused”-5 year plans; 2020 visions; 2030 dreams and 2040 aspirations. Corporate planning and budgeting process reminds me of the monkey in the circus who feels happy pedaling and seeing the wheel going round on a static cycle.​


​Any person in planning and analysis team will vouch that they plan and then they analyze what they did not plan. They try to bridge what happened to what could have happened and what should have happened with provide explanations to the same




ARE BAD DECISIONS BACKED BY GOOD WORKSHEETS?

JBy Nitin Taneja


Why the *beep* none told me that this product was not viable to be launched three months back” shouted the potbellied red faced boss.

“Sir, it was viable, when we started, only the point no 6 in other assumptions did not come true. Also you know Mr Raghu who was working on this sheet left two months back so the new guy was not aware of the linking and we got wrong results” quick was reply from battery of analysts.


DUMB OUT PROCESSES NOT PEOPLE

By Nitin Taneja


Technology has its side effects; it’s no secret that smart phones don’t make smart people-however we can leave it for another day.

How many times have we tried to evaluate & bridge the gap which implementation of the new system in the function had on the job profiles of the people?




HAVE "EXCEPTIONS TO PROCESSES" & NOT "PROCESS OF EXCEPTIONS"! STANDARDIZATION OF PROCESSES, A PREREQUISITE FOR SUCCESSFUL SHARED SERVICES

By Nitin Taneja


Let me share my experience - Payables work transitioned from 1 region of EMEA from 9 different countries to shared services center (SSC) and the process being performed by 9 different teams in the center in 9 different ways. 3 supervisors heading 3 countries each and no team knowing what the other is doing neither pitching in for back up. Each country had created an additional team that was sitting not next to them but in SSC and in bargain now they had two teams -one doing and one doing quality check – needless to say they were at loggerheads always.




DO YOU GROOM TALENT FOR A POSITION OR CREATE POSITION TO PREVENT ATTRITION?

By Nitin Taneja


Are you matching key positions to key players? Is your right person in wrong position? What should you identify first-right players or right positions?Purpose or person?

Before we jump into resolving and taking sides let’s start with first having a quick look at broadly what I mean by key positions. Key position directly contributes to attaining the corporate vision; it is forward looking. It is the position which brings the customers to the company, it is what gives personality to the company.




WRAP YOUR "ACTIVITIES" INTO "PROCESS" BEFORE YOU OFFSHORE.DO NOT THROW AWAY YOUR PAIN BUT TRANSFER IT SEAMLESSLY.

By Nitin Taneja


Lifting and shifting broken activities to offshore locations is like throwing garbage across your wall only to make your house unlivable in some time. Out of sight does not mean out of mind.
Accounts payable is normally the first victim of offshoring so let’s take its example. Treating each invoice or transaction in ad hoc manner based on the flavor of the day with no defined yardstick to measure performance is activity. Often companies decide to transfer processes premature just to relieve them of their headache and then when it does not work offshoring is blamed. .




CONFUSION TO COMMUNICATION

By Nitin Taneja


Once the management has decided to centralize or move the processes from one location to another; the success of this transition heavily depends on change management it needs to undertake. The goal of any change management is to broadly ensure teams at both the sides buy into the vision, continue to work with equal enthusiasm, there is little negative noise and the entire shift from point of departure to point of arrival is seamless.

nitint@tangibletransformations.com

Contact : 314-743-9008