BEHAVIOURAL CHANGE AND TRANSFORMING RELATIONSHIPS.

Every transaction in life and business life has within itself an One of the experiences that has amazed element of trust.
me, and which I have often ecountered is the lack of attention, lack of knowledge, lack of skills and last, but not The value chain approach in business process improvement involves more than least lack of tools shown by CFOs in the execution and maintenance of the value linking micro-enterprises to customers: chain and process improvements in It also strives at facilitating behavioural the administrative team. change in poor performance, and at improving the quality of relationships The most unfortunate element in that between two or more players in order to state of health care deficit of the vamaintain the va- lue chain balanced in lue chain is the negative impact on the a healthy manner.. Relations based on organisations holistic system as a whole win-win situations can provide the platsuch as lack of clarity, poor performanform to facilitate: (a) strengthened com- ce, high administration costs, mismapetitiveness, b) adaptation to changes in nagement and finally deficit. The lack of end markets, a better environment and open communication with senior executian organization experiencing consistent ves makes the situation even worse with LACK OF TRUST RESULTS IN cash flow and growth. In other words, a negative impact on the decision-making learning organisation creating welfare. process. OPPORTUNISM, In my experience, the following critical success factors have been identified as necessary for successful collaboration within the company: This is the reason that leads me to write DUPLICATION OF EFFORT about the basic holistic principles. Not AND A LACK OF only as a strategic competitive advantage as Oracle remarks efficiently in their INFORMATION SHARING. tool Get social, but also as a social capability based on strong core values in any social interaction inside and outside your organisation.

HOLISTIC principles of the value chain by R.Barraza

trust good supplier/customer performance openness and reliability balanced power dynamics dynamics leadership good communication external Consultant. To do the routine value chain health check.

ITS ALL ABOUT VALUES.

Strong, healthy and sustainable relationships based on valuable trust

The environment, really matters
The commercial benefits derived from healthy relationships such as reducing failures costs,improving business flexibility or improving risk management and safety nets that allow us to properly manage growth crisis. It should be clear to all stakeholders and should be more appreciated.
Over and above these, the players in the teamwork must have common or strongly compatible visions, objectives or interests, a strong focus on end market requirements, and a good understanding of markets and the external environment. The quality of relationships and degree of trust and influence on the way that benefits (and risks) are shared among players in the internal environment. tive effect on the level of cooperation and, consequently, motivates to report and act tending common interests, creating a solid foundation for healthy growth, sustainable progress and a Trust does not necessarily entail the continuous and balanced acceleration absence of conflict, arguments, disag- of the welfare in the environment. reements or disjunctives, but reduces The benefits of each and everyone of the threat of conflict and produces a friendly open atmosphe- the value chain participants delivering of course promotes the organisation re to promote new ways of thinking as a whole. that foster creativity, innovation and entrepreneurship: The presence of trust reduces the probability that a partner will act opportunistically, even if he / she has the chance to do it. Similarly, a high level of satisfaction and trust in a relationship has a posi-

Breakout box
The economy is a holistic system. A growing circle of healthy dynamic social relationships, from the inside to the outside market. And not, a group of Isolated people, enclosed in small boxes. The growth process of the value chain is a holistic, natural process.

By Rossana Barraza

Key principles of the value chain. Transformation & Change

Be the change that you wish to see in the world.
Mahatma Gandhi
Behavioural changes and transformation of relationships and KPI constitute an iterative and evolutionary learning process. Therefore we normally call the state issue bottle neck. You can do/repeat the same mistakes over and over again acting in good faith, trying to make improvements and changes that in many cases are more harmful than productive. The company may itself have trouble hiring, retaining and keep talented workers in these periods. And therefore, there is a stressful instability in the environment. We have to admit that some organisations or companies do not resort to behavioural changes or improve ments in the value chain, or transform customer rela- tionships in order to increase trust as a value. If there isnt a critical reason that is affecting KPI, and threatens the existence of the organizations cash flow. Symptoms may be different, but the first principle in common is the recognition that there is an issue and repeating failures, or increasing controlling functions is not really helping. Sometimes we have to look at the situation from a totally different point of view. And rethink the way we used to think about it. We have to keep it simple. The four fundamentals principles: 1. Awareness and initiation 2. Inciting action and building the core foundation To build trust and create confidence among stakeholders to depend on each other for activities that generate value 3. Incremental promotion of more focused joint value-oriented activities 4. Monitoring and iterative planning

Any intelligent fool can make things bigger, more complex, and more violent. It takes a touch of genius -- and a lot of courage -- to move in the opposite direction.
Albert Einstein

Leading through change:

People Matters

Key sponsors of change initiatives point out the importance of change and how they really need peop- le to step up to the challenge. Then, in the next breath, they point out what they dont have,cant or dislike about the current performance.
The most important resource to lead change, transform relationships and improve the value chain of a com- pany and the environment is PEOPLE. Now, this probably sounds obvious. Of course its about people. However, I constantly see people fail in carrying that forward into action. Its not that they dont think, or care about people. The issue is how they think about people. Trusting people is not the same as

being indifferent and ignoring their performance. Much less does it mean reinforcing controller functions and increasing administration costs.These two methods only facilitate fear anxiety which increases the lack of clarity. Can you expect a team to show confidence in a leader who does not see clearly? Understanding the elements of change, the stages of change, and ways to work through each stage can help you achieve your goals. Moreover, four important capabilities should be mentioned:

As the limiting factor in many change efforts is having enough talent to create and sustain a balanced growth, there is a need for developing the internal leadership. using an external consultant, as you strategic partner. This approach helps to develop leadership skills, accelerate organisational learning, encourage results-oriented change that can be sustained, and enable leaders to initiate change in a variety of business situations. Last but not least reach to recover the trust flow & Cash flow. If you need me, you can call me..

Clarity Responsibility Awareness Perseverance

Failures are unfortunate but often necessary in the learning process in order to achieve an management culture based on performance, With simple rules, clear Objectives, and Assessing outcomes that provide value to the people in a teamwork.

Rossana Barraza - Copenhagen-Tlf 24810524 - rb@innbusiness.dk