Here’s a true story. The boss of a big company decided the company’s major internal comms message of the year was going to be “Operational Excellence”.
So every day “Operational Excellence” were the first words employees saw when they walked into the canteen; employees got e-mails explaining how their team’s operational excellence would be measured, and their manager told them they’d be focusing on how operationally excellent they personally were.
But six months later, when the results were measured, had anyone done anything about it? Of course not.
Oh, except for one team. One team where all the scores had gone up. A team that really had become operationally excellent. What had the manager of that team done differently to succeed where no-one else had?
He’d run a weekly meeting on the subject, just like the other managers, except he’d changed the name of the meeting from “Operational Excellence”, to “Doing Everyday Things, Better”.
Thanks to Neil Taylor at The Writer










