How to Decide What to Focus on When Improving Your Operations
Picture this scenario: you are appointed to a leadership position in an existing organization. Before taking the assignment, your boss tasked you with the vague mission of "making the operation better".
As leaders, sometimes we are lucky enough to get clear directives. More often, we are expected to simply "make things better". What does it really mean to "make the operation better"? How can you as a leader succeed with such a vague assignment? And how do you know where to start?
Read more to understand a model of organizational maturity and for prioritizing improvements.