Performance Excellence Foundation…..for Start-ups
The Quality Management Practices of the quiet past are inadequate for the stormy present.
Start-ups have a new glossary for management. Amongst others, long-term is defined as 1000 days, and product life cycle as 100 days.
In fact, even traditional organizations have to now perform like start-ups. They have to abandon the five year long-term plan, as well as two years product life cycle.
I have often been asked to spell Quality and Excellence Practices for real start-ups. Unfortunately I have not had an answer, backed with facts and experience.
Since start-ups are the new reality, let me make an attempt. This draft is open for correction and new inputs.
In this draft I will focus on Performance Excellence only.
The foundation for Performance Excellence in any start-up involves three elements:
- Entrepreneurial Leadership
- Strategic Planning
- Customer Focus.
If these three elements are not mature in the start-up, Performance Excellence, if achieved, is accidental.
Here are nine critical practices (culled from several) for the three elements:
- The entrepreneur develops a customer-focused vision
- The entrepreneur actively engages in innovation and improvement projects
- The entrepreneur ensures organization-wide ethical behaviour
- Strategic planning is a vision deployment exercise
- Senior leaders are assigned ownership for strategic goals
- Human resource plans are derived from the strategic plan
- Customers include: External customers; internal customers; society; Mother Earth
- The entrepreneur and senior leaders proactively meet external customers
- Customer knowledge is fed by senior leaders to innovation engineers.
Try putting your start-up (even traditional) organization to this test.
- Should MBA programmes be redesigned?
- Should B Tech programmes be redesigned?
- Is a family owned start-up any different?
- Start-ups should be adept at right-brain creativity tools for innovation.