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e80/20. Eliminating Costly
Time Wasters by Establishing Regular Expert Review.

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operations

Establishing expert review to regularly audit internal decisions and projects is a well worn strategy long used by very large organizations that can also be used effectively by small and medium sized companies. Whether it’s a loose association of peers or a formally scheduled and orchestrated panel, external assessments can pay for themselves many times over, and are not reserved for fortune 500 sized firms.
Management consulting Alex Silberman

Alex Silberman operations

operations
Why is this necessary? Many businesses regularly overspend on predisposed behaviors that simply don’t pay for themselves. There are often procedures and structures that limit nimbleness and flexibility, and there are many expensive projects that simply don’t deliver on their promise. The causes for these unnecessary costs and distractions are largely addressable with the benefit of regular external checks, yet few take advantage of them. operations

Exploring the most common ways people get caught in time wasting trappings often reveal mishandling exceptions, target fixation, and personal bias at their core.consultant operations

Contributors to wasted effort and expense often lie with not knowing what to leave undone, or when to walk away from the menu of available options. This sets the stage for actions that pass for progress, but more importantly, erode profits. consultant

Exception Handling consultant

Many organizations overly analyze procedural ‘exceptions’ in order to build safeguards and processes wherever they can. The time and cost spent creating methods around occasional occurrences, and their permutations are seldom recovered. This classic time waster puts in place many procedures that miss the mark, and generally only help organizations marginally mainstream exceptions. consultant

Target Fixation

Managers regularly focus on controls like separation of duties, concentric authorizations, and change management. consultant

Many times, controls as these are implemented without a firm understanding of the cost or return for these focused ‘best’ practices. The imperative of these results is so strong, that managers seldom ask themselves whether they even possess the expertise to implement them well.

Establishing expert review to regularly audit internal decisions and projects is a well worn strategy long used by very large organizations that can also be used effectively by small and medium sized companies. Whether it’s a loose association of peers or a formally scheduled and orchestrated panel, external assessments can pay for themselves many times over, and are not reserved for fortune 500 sized firms.

Why is this necessary? Many businesses regularly overspend on predisposed behaviors that simply don’t pay for themselves. There are often procedures and structures that limit nimbleness and flexibility, and there are many expensive projects that simply don’t deliver on their promise. The causes for these unnecessary costs and distractions are largely addressable with the benefit of regular external checks, yet few take advantage of them. operations

Exploring the most common ways people get caught in time wasting trappings often reveal mishandling exceptions, target fixation, and personal bias at their core. operations

Contributors to wasted effort and expense often lie with not knowing what to leave undone, or when to walk away from the menu of available options. This sets the stage for actions that pass for progress, but more importantly, erode profits.

Exception Handling operations

Many organizations overly analyze procedural ‘exceptions’ in order to build safeguards and processes wherever they can. The time and cost spent creating methods around occasional occurrences, and their permutations are seldom recovered. This classic time waster puts in place many procedures that miss the mark, and generally only help organizations marginally mainstream exceptions.

Target Fixation operations

alex silberman

Managers regularly focus on controls like separation of duties, concentric authorizations, and change management.

Many times, controls as these are implemented without a firm understanding of the cost or return for these focused ‘best’ practices. The imperative of these results is so strong, that managers seldom ask themselves whether they even possess the expertise to implement them well.


The information revolution in the past fifteen years has also pre-digested immense amounts of specialized knowledge into commoditized servings, and created a generation of ‘double click on setup’ experts.

This has also contributed the implementation of many procedures and technical treatments that are only superficially understood, or seen from too few dimensions.

Many people tend to use far too limited information when forming solutions, and too frequently use just one data point: their own point of view.

Subjective Bias

We’ve all endured meetings where everyone is presented with the same information, yet the attendees engage in vigorous disagreements on what is in front of them.

Drawing conclusions from statistics and forecasts is a challenge even for those who are trained in the formal rigor of their crafts, and who speak very precisely about what they know vs. what the numbers might suggest.

A significant amount of business waste is caused by the liberal conclusions of misapplied forecasts, statistics, analyses, and cumbersome spreadsheets.

Implementing Trusted review boards, professional peer groups, and round tables are effective ways to raise questions, test the decisions of insiders, and provide clarity on needless overhead and cost. They are also very effective in revealing procedural and documentation gaps.
Having regular external review balances processes and culture, whether departmental or enterprise-wide, and provides interesting perspectives that daily firefights often mask.

It’s too difficult to otherwise escape personal bias, expertise limitations, or the personality of the boss while juggling day to day priorities.
Most experts agree that the complexities of learning a company’s internal jargon and peculiarities are usually exaggerated, and executives manage through this on a daily basis.
Choosing external review is one of the distinctions between leaders and administrators.

Well conducted review panels are valuable sounding boards that are eagerly anticipated, and are not seen as punitive or intended to destabilize or distrust managers.

Businesses that can provide knowledgeable resources so their internal managers can make better decisions and limit wasted effort and costs will have their efforts pay for themselves almost immediately.


The Qualities of an External Expert

• Ability to learn internal jargon and processes quickly.
• Industry, process, management, or technical experience.
• Must possess a broad business vocabulary.
• Must have no competitive interest.
• Charter must be to assist management, not to destabilize it.


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eProcess: How to find out how much is too much.
By Alex Silberman

It is a very challenging task to determine how many and which processes will serve your business well. Processes grow out of, and are affected by, a variety of factors including logical and iterative assessments, organic growth, distinct management styles, and organizational culture. Alex Silberman

Some are highly formal and structured, while others are undocumented and ad hoc. Some processes might work very well in certain areas of business, while others operate less efficiently in others. Day-to-day priorities rarely permit process reviews and initiatives to create functional consistency, even though most businesses would benefit greatly from such efforts. Alex Silberman Management Consulting

Assessing your current processes to determine how much new process should be introduced and how much existing process should change is one of the most valuable projects you can undertake in order to achieve scalable growth and consistent performance. Alex Silberman Management Consulting

A simple and effective technique that can help determine an organization’s overall process profile and quickly validate its effectiveness or uncover existing problems is the Golden Rule of Thirds. This evaluative method reveals organizational incongruity, identifies inefficiencies, and assesses what is and isn’t worth fixing. Alex Silberman Management Consulting Alex Silberman
Alex Silberman

Alex Silberman



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Alex Silberman

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alex silberman

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Alex Silberman

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By Alex Silberman