When operations become a barrier to progress


When operations become a barrier to progress

We must pay attention to the importance of operations because they keep the wheels turning and create value, but operations must stand alone; there must also be momentum.

Full speed ahead on the spot

We operate in hugely dynamic environments, and unpredictability, challenges, and complexity push us to focus on day-to-day decisions to ensure stability.

Many systems and processes need to be adapted to a dynamic world; thus, it becomes even more complex to match new demands from the market.

Instead, many people find that the organization is under pressure because we get caught up in systems and processes that are not fully geared to new and changing requirements; we are not flexible and fast enough, and thus we can get caught up in operation.

But when we are caught up in the drift, it means that we are standing still – we are running madly fast to stay in the same place. In other words, there is no or minimal momentum


We cannot afford to stand still in a dynamic market.

Even if we run out and are extremely busy, we stand still or have lost pace. This means that within a relatively short time frame, we will lose energy, spirit, talent, abilities, and potential – we lose value on several parameters.

We need momentum in a rapidly developing world, and we must follow along to a certain extent – but based on well-considered strategic decisions – of course!

As has been said, no development is the road to liquidation – and there are many examples of this over time; try to see the development of the top 100 brands over the last ten years – it is thought-provoking. So that’s why I mention it again – no development is the way to liquidation!

But what do you do then – stop the operation and focus exclusively on progress – no, well…


Sensibly merge operations and progress.

As mentioned at the beginning, we must pay attention to the importance of operations, but operations must stand alone; momentum is also needed. This also applies the other way because if we focus exclusively on progress, then there is a high probability that the operation is no longer optimal and efficient.

There is a need to find a natural balance between operation and propulsion; both parts are essential in the short and long term.

Set the direction, define the framework, set joint goals, and make the actions more concrete. So that the operation and progress merge better, whether you are a top manager or a middle manager, take the responsibility because it is yours.

Like many other things, it is a strategic and managerial matter – grasp the challenge and see it as an opportunity to look carefully at what is happening.