If trust is nowhere to be found, if no one knows what their colleagues are doing, if waste and entropy abound, and if the customer is a mystery, then achieving an organizational flow state is highly unlikely. I’m not saying that it’s impossible, but to find flow in a large, toxic, chaotic organization would be a real oddity.

By being clear about what the company does and its differentiator(s), the average individual change management curve gets shorter and individual morale/competence improves–all else the same. Since the average individual curve shortens and individual outcomes improve, the organizational change curve (aggregated curve) gets shorter and overall outcomes improve.

The concept of a management operating system has been around for years, but has encountered limitations on adoption as existing models focus primarily on structures, processes, and systems that work together. Our approach is different in that we’re purposefully recognizing the impact of philosophy, the human element of business, and specifically engineering the operating system to promote the movement of organizational culture toward high trust and high accountability.

It should be no surprise to frequent readers in this forum that the tools needed to improve the accuracy and fidelity of business forecasting are pinned in the tenets of continuous improvement and organizational health. The “ah ha” moment I hope you’ve had is the importance of having strong financial modeling skills embedded in your organization.