Implementing policies, blueprints and strategy: Measurements and replacement of span of control with quality cycle.
We were discussing among our friends wondering what runs in the minds of leaders while we were looking at their tactics for implementation, it was clear to us that they implement in line with their agendas irrespective of the nature of the organization, we had a deep laugh and said in unison from 'Transformation' to 'change' to 'Renewed hope', that's on a lighter note our consideration transcends government be it federal, state or local administrative areas. A person is also a system that requires blueprints or policies to function in any given area of life. As individuals we do not only make decisions only for our physical bodily growth, just as the head of organizations does not only make decisions that will enhance productivity alone, so do politicians not only make decisions that will enhance economic development alone, in general, there are guides because there will always be a wider consideration. Pause and think or imagine your work environment, your religious setting, your company, your Institution of learning etc, and make your conclusion as regards above. You realize most leaders irrespective of their place of duties use this template. The reason it seems that of the politician is so loud is because of the huge resources i.e. material, human and especially monetary voted into it.
One of the commonest things you will hear at the onset of any new tenure whether it's the head of any institution, department, agency, ministry, organization, company or government is setting up a road map, agenda, blueprint and strategy, depending on that which suits the initiator to use, most set it up around their job description, most set it up around what they believe will work and better the lives of those the came to serve. For those heading departments/ organizations, it will be to align with the mother organization's objectives and improve productivity, ginger commitment and show direction.
This mindset or way of doing things has worked for those who are passionate, sincere and committed to their role and to chart a new course. But it has also become a cynosure of ridicule for some, who were just playing to the gallery.
No matter how expedient, sincere, and committed the head may be one of the things the person must do is that you cannot control what you have not measured. Measurements in this sense refer to setting a clear-cut description of what is to be done, the action plan, the kind of personalities needed, the nature and modes of servicing items etc. Measurement provides information relating to the products developed, services provided, and processes implemented to support effective management of the processes and to objectively evaluate product or service quality. Measurement supports realistic planning, provides insight into actual performance, and facilitates the assessment of suitable actions
Appropriate measures and indicators are essential inputs to tradeoff analyses to balance cost, schedule, and technical objectives. Periodic analysis of the relationships between measurement results and review of the requirements and attributes of the system provides insights that help to identify issues early when they can be resolved with less impact. Thereby enhancing good and appropriate control with quality results.
The idea of span of control inherited from the military that was accepted as a norm by most structured systems and organizations has since outlived its usefulness in modern management of systems like government or organization etc. The do good you live, do bad you die mentality, the one-way street reporting line, the idea of everything emanates from one and ends with the one on top with no room for team spirit, no room for discussions, thwart implementation, people who work with you often have the best ideas on how to increase productivity, if they were only asked, you should know they have brains as well as hands. These inadequacies or obvious challenges, introduce or make way for a quality cycle as a better option to harness and bring to bear proper implementation. This is where teams are set up, for brainstorming and carrying out deliverables objectives and the reporting, idea lines, and implementation is not a one-way street as in the span of control, it's all involving but with strict measurements, that is why we emphasized that you cannot control what you have not properly measured. So span of control replaced by a quality cycle enhances implementation with quality results.
Draw your direction plan, call it whatever name suits you, blueprint, agenda, policy or strategy, tailor it to fit your objectives and deliverables, personalize it and sell it to the department, unit, organization and people that you have the privilege to oversee or manage. Individuals too need blueprints to function in the confined of the enlarged strategy so it's all-encompassing and involving, you don't need publicity as the politicians and government will do, you need the discipline and focus to implement and change already laid down norms with a more forward-thinking mindset that has empathy, purpose, insight and proper communication.
