Every sales workflow inadvertently has one common goal – reaching out to the buyer. It all starts with making a lot of calls or contacting a lot of people with a hope that you will meet the perfect buyer – one who truly needs your product and who will appreciate after using it. This perfect buyer has been now identified to a great extent – thanks to all the efforts of the marketing heads. Who is likely to buy is the first place where most organisations start? What will help them buy? More information. This information is almost crafted in detail for the minds of these buyers.
Without learning, there is no growth. Most businesses shifted their focus to learning and development as they realised that only “learning” can pave the path for innovation. And doing is learning half done. What is the other half all about then? The other half is all about what “doing” leads to.
Go to guys. Those nerdy, knowledge hungry guys in every organisation to whom one turns for help or support. Because they can be relied upon to solve any issue. What are the incentives of becoming the go-to-guy? Colleagues & bosses seek their advice because it gets things done. They are indispensable at work because they know what others don’t. They are not sought for their wit or charisma but for the good old fashioned virtue of hard work and taking the initiative to know more.
Meeting rooms - the centre stage where all the action starts, are not living up to the name these days. Apart from being a time consuming activity, the idea of meeting in itself has attracted some stigma. Why so? Because what happens in a meeting generally gets left behind. Ideas getting discussed and not getting retained later or worse, not acted upon later makes the participants disillusioned.
“Get it right the first time” is the Mantra now. Of course, mistakes do form a part of great growth stories. But the sooner the mistakes are spotted and rectified, faster the growth. To prevent mistakes, we need to know how to perform tasks and the knowledge to improve , or know how. This is where most organisations underestimate the power of knowledge management. The usual activities to increase learning may not be sufficient.
Imagine being in a large ship. To steer it an inch ahead, a series of tasks need to be done simultaneously. Only perfect co-ordination can keep it moving forward. Any project experience feels nothing less than that. Multiple stakeholders, multiple team members, and multiple tasks – everything has to be managed to accomplish a goal. No wonder, collaboration tools have been around for a long time. From Lotus Notes to scheduling tools, programs have been evolving to cater to just one need – Collaboration!
Tasks are like small building blocks. Placed correctly in order, they hold the entire structure tight & solid! Every project’s success depends on how the tasks are assigned, managed and completed. However, most organisations do not realise how task management affect the overall productivity. Today’s teams do not work in compartments. They are highly connected. And that makes the work environment a highly interdependent one. Tasks in this environment need to be assigned, completed and measured. The need to measure stems from the need to dig into the valuable insights about the workflow of the organisation. Spreadsheets are the most commonly used tools of task management. Spreadsheet is an excellent tool to do many things, but task management is not one of them.