Operations Excellence is Key to Your Organization’s Growth
Much research has been carried out to understand employee productivity and burnout. Equally important are the productivity and efficiency of people managers, project managers, and supervisors — the folks at the front lines of your organization’s operations leadership.
When Managers Can’t Keep Up
It can be challenging for executives to translate promises made in the boardroom into clear-cut expectations and actionable objectives for mid-level managers and supervisors. These expectations and objectives must take into account the managers’ available bandwidths, resources, existing skill sets, and areas of expertise. Failure to do so can result in far-reaching consequences for your company, including slower growth rates and greater inefficiencies at both the team and organization level.
The 2021 Global Leadership Forecast, a survey conducted by Development Dimensions International, found that leaders and employees alike are experiencing burnout at record rates. In fact:
- 60% of leaders reported feeling “used up” at the end of the workday
- 44% of leaders that reported feeling used up expected to move to a different company in order to advance
- 26% of leaders expected to leave their company within the next year
What’s more is that overworked managers lead to greater stress for their employees. A paper published by the Academy of Management Journal suggested that many managers are too busy to be fair to their employees. They are overloaded with expectations, multiple responsibilities, and intense work and time pressures.
There is clearly a gap between the boardroom’s expectations and managers’ abilities to meet those expectations. These findings should serve as a warning sign and encourage executives to align more effectively with operational leaders and managers. Ensure that goals developed in the boardroom align fairly with managers’ competencies and resources.
Luck is When Preparation Meets Opportunity
According to the Institute for Supply Management, the manufacturing industry is expected to expand in 2021 and make a significant comeback from losses experienced over the course of 2020. It is projected to undergo:
- An increase in revenue by 7.2%
- An increase in capital expenditures by 8.7%
- Employment growth by 2.8%
Supply managers expect that prices will increase by 4.9% over 2021 to match rising inflation rates. 59% of survey respondents expected that revenues for 2021 would increase by an average of 13.8% compared to 2020.
All 18 manufacturing-sector industries are projected to experience revenue growth in 2021.
Unfortunately, poor operations management can keep you from matching or exceeding these growth rates.
At Asurexe, we focus on preparing our clients to make the most of available opportunities. With 70% of companies saying that their supply chains are “very” or “extremely” complex, severely mismanaged supply chains can significantly impede growth and result in revenue losses. It is crucial that all mid-level managers and supervisors, who are on the front lines of your supply chain and manufacturing operations, are given clear expectations and adequate training.
How Asurexe Can Help
Asurexe can provide you with a rich array of resources to help guide and assist managers in executing their projects and tasks.
Our vast network of industry experts can help you:
- Align your organization’s goals and priorities with managers’ and supervisors’ competencies, bandwidths, and resources
- Identify gaps in capabilities required to carry out your objectives
- Develop plans to execute key projects and tasks
- Manage your supply chain cycle from end to end
- Improve capacity management and resource management
- Streamline your operations to achieve greater efficiency at all levels of your organization
Interested in supercharging your efficiency and effectively aligning high-level goals with managers and supervisors at all levels of the organization? Connect with
us and let Asurexe’s expert consultants help you achieve the operations excellence that you’re looking for.
