{"id":4843,"date":"2018-01-04T10:45:44","date_gmt":"2018-01-04T10:45:44","guid":{"rendered":"http:\/\/blogs.kent.ac.uk\/change-academy\/?p=4843"},"modified":"2017-05-26T12:46:02","modified_gmt":"2017-05-26T11:46:02","slug":"costs-are-found-in-flow-not-within-activities","status":"publish","type":"post","link":"https:\/\/blogs.kent.ac.uk\/change-academy\/2018\/01\/04\/costs-are-found-in-flow-not-within-activities\/","title":{"rendered":"Costs are found in flow – not within activities"},"content":{"rendered":"

\u00a0\"flow2\"<\/a>To reduce costs, the expectation is that we must ‘gain efficiency’. This means speeding up the activities which we carry out or reducing the amount of money spent each time we do it. To understand the speed of activities, we should (surely!) count those activities or their cost – and perhaps see how quickly they are repeated or how much cost they accrue. Does this make sense so far? \u00a0If it does, then you have been led down the garden path.<\/p>\n

Meaningful change should relate to the purpose<\/strong> of the team (essentially their focus on the work), and\u00a0the team’s purpose should fit with the wider organisation’s purpose. Efficiency gains mean nothing if purpose is compromised. Even cost savings to save a business must be purposeful (and related to core business) if that\u00a0business is to have any chance to succeed in the long term – otherwise it is just giving respite to an essentially lost cause.<\/p>\n

Next\u00a0consider whether your change is going to impact\/intervene with the task<\/strong> (work), the team<\/strong>, or a particular individual<\/strong> (or individuals).<\/p>\n