Top-performing organizations help their executives and employees learn to handle decisions well, and then to sustain the appropriate behaviors over time. An example is Hospira, a $3.6 billion specialty pharmaceutical and medical device company headquartered near Chicago.
Hospira conducted extensive training as part of its decision effectiveness effort, typically beginning with a discussion of results from the decision and organizational scorecards. Participants then focused on real decisions drawn from their jobs. They spent most of their time actually applying the frameworks and tools rather than just hearing about them, and then discussing the required changes in behavior. To encourage sustained behavior change, the organization made a point of sharing its internal best practices. And it named ten "Decision Champions" charged with working with business leaders to identify and improve key decisions along the way.
Hospira launched an annual employee engagement survey to monitor its accomplishments. The survey tracked progress on decision quality, speed, yield, and effort, and helped identify further areas for improvement. The company also developed a check-in for its biweekly senior leadership meeting. The check-in tracks three measures: what processes have changed, and how; which tasks have been eliminated as a result; and what new work has been added. This focus helps ensure that good decision behaviors remain in the forefront of people's minds day in and day out, and that decision effectiveness is firmly rooted in Hospira's overall cost and effectiveness efforts.
Top-performing organizations help their executives and employees learn to handle decisions well, and then to sustain the appropriate behaviors over time. An example is Hospira, a $3.6 billion specialty pharmaceutical and medical device company headquartered near Chicago.
Hospira conducted extensive training as part of its decision effectiveness effort, typically beginning with a discussion of results from the decision and organizational scorecards. Participants then focused on real decisions drawn from their jobs. They spent most of their time actually applying the frameworks and tools rather than just hearing about them, and then discussing the required changes in behavior. To encourage sustained behavior change, the organization made a point of sharing its internal best practices. And it named ten "Decision Champions" charged with working with business leaders to identify and improve key decisions along the way.
Hospira launched an annual employee engagement survey to monitor its accomplishments. The survey tracked progress on decision quality, speed, yield, and effort, and helped identify further areas for improvement. The company also developed a check-in for its biweekly senior leadership meeting. The check-in tracks three measures: what processes have changed, and how; which tasks have been eliminated as a result; and what new work has been added. This focus helps ensure that good decision behaviors remain in the forefront of people's minds day in and day out, and that decision effectiveness is firmly rooted in Hospira's overall cost and effectiveness efforts.
การแปล กรุณารอสักครู่..