Often, much of the cause of the muddled, inconsistent view comes from the lack of a clear, singular goal. However, even when there is a clear, singular goal, the accumulation of partly implemented strategies still clouds the business purpose.

Further tactical thinking by single divisions within an organisation create cottage industries which serve little purpose in serving the organisation's customer base directly or indirectly through internal customers.

When the business purpose is unclear, the snowball effect is significant in size and far reaching.

Without a clear business purpose individuals manage their time poorly. How are people supposed to manage the balance between important and trivial tasks if the purpose to which they should use their time is not clear?

Without a clear business purpose, how can people know which projects deserve allocation of resources above others?

Without a clear business purpose, we obviously cannot measure whether our organisation is meeting its purpose. Neither can we measure whether our processes are efficient and effective.

To design or redesign your organisation for its business purpose, answer the seven following powerful questions:

1. Who are our internal and external customers? Answer carefully. Should they be our customers? Are we getting an appropriate return from our effort for external customers? Are we the most appropriate service provider for them?

2. What tasks do our customers require us to complete under the following headings:
1. Strategic tasks
2. Tactical tasks
3. Communication tasks
4. Planning tasks
5. Monitoring tasks
3. For each task, what measures would indicate that the tasks are being completed to an agreed quality, on time and within an agreed cost?
4. For each task, what behaviour skills and knowledge do we require to complete the tasks at an appropriate value of the measures?
5. For each task, what physical and system resources do we require to complete each task efficiently and effectively?
6. What is the gap (over and under) between what we need for our customers and what we have?
7. What
   In Division There is Opportunity
   Unless companies adopt an holistic approach to security that focuses on building and fostering a culture of honesty and integrity, GAP’s will appear in their defenses and in their ability to perform their mission of selling their products and services. Once GAP’s are exposed, they can be exploited for the personal gain of the individual(s) exposing them. Once this occurs, the only question remaining will be; can you cope with the
   tical thinking by single divisions within an organisation create cottage industries which serve little purpose in serving the organisation's customer base directly or indirectly through internal customers.

   When the business purpose is unclear, the snowball effect is significant in size and far reaching.

   Without a clear business purpose individuals manage their time poorly. How are people supposed to manage the balance between important and trivial tasks if the purpose to which they should use their time is not clear?

   Without a clear business purpose, how can people know which projects deserve allocation of resources above others?

   Without a clear business purpose, we obviously cannot measure whether our organisation is meeting its purpose. Neither can we measure whether our processes are efficient and effective.

   To design or redesign your organisation for its business purpose, answer the seven following powerful questions:

   1. Who are our internal and external customers? Answer carefully. Should they be our customers? Are we getting an appropriate return from our effort for external customers? Are we the most appropriate service provider for them?

   2. What tasks do our customers require us to complete under the following headings:
   1. Strategic tasks
   2. Tactical tasks
   3. Communication tasks
   4. Planning tasks
   5. Monitoring tasks
   3. For each task, what measures would indicate that the tasks are being completed to an agreed quality, on time and within an agreed cost?
   4. For each task, what behaviour skills and knowledge do we require to complete the tasks at an appropriate value of the measures?
   5. For each task, what physical and system resources do we require to complete each task efficiently and effectively?
   6. What is the gap (over and under) between what we need for our customers and what we have?
   7. What
      Your Career is Your Business
      For professionals today, long gone are the days of gold watches and lifetime employment. The employment market will remain highly competitive and professionals will migrate between businesses at regular intervals. In such an environment, professionals have to be equipped to advance their broad personal goals by being proactive, adaptive and agile in their career management. They have to be equipped with career strategies that
      which they should use their time is not clear?

      Without a clear business purpose, how can people know which projects deserve allocation of resources above others?

      Without a clear business purpose, we obviously cannot measure whether our organisation is meeting its purpose. Neither can we measure whether our processes are efficient and effective.

      To design or redesign your organisation for its business purpose, answer the seven following powerful questions:

      1. Who are our internal and external customers? Answer carefully. Should they be our customers? Are we getting an appropriate return from our effort for external customers? Are we the most appropriate service provider for them?

      2. What tasks do our customers require us to complete under the following headings:
      1. Strategic tasks
      2. Tactical tasks
      3. Communication tasks
      4. Planning tasks
      5. Monitoring tasks
      3. For each task, what measures would indicate that the tasks are being completed to an agreed quality, on time and within an agreed cost?
      4. For each task, what behaviour skills and knowledge do we require to complete the tasks at an appropriate value of the measures?
      5. For each task, what physical and system resources do we require to complete each task efficiently and effectively?
      6. What is the gap (over and under) between what we need for our customers and what we have?
      7. What
         Good Customer Service - Simple, But Not Easy
         Over the years I’ve realized that giving great customer service is simple, but not easy. I imagine that you’ve read many customer service articles. You may have heard many new approaches to serving customers. Perhaps you’ve tried to reach the finish line with your customers, only to come up short. Giving great service, like running marathons, is simple, but not easy. It’s what you do every day, every mile that makes the differ
         l>
      8. Who are our internal and external customers? Answer carefully. Should they be our customers? Are we getting an appropriate return from our effort for external customers? Are we the most appropriate service provider for them?

      9. What tasks do our customers require us to complete under the following headings:
      1. Strategic tasks
      2. Tactical tasks
      3. Communication tasks
      4. Planning tasks
      5. Monitoring tasks
      10. For each task, what measures would indicate that the tasks are being completed to an agreed quality, on time and within an agreed cost?
      11. For each task, what behaviour skills and knowledge do we require to complete the tasks at an appropriate value of the measures?
      12. For each task, what physical and system resources do we require to complete each task efficiently and effectively?
      13. What is the gap (over and under) between what we need for our customers and what we have?
      14. What
          Instrument Technicians and Dual Trade Electricians – The Backbone of Industrial Companies
          Recent government studies have revealed the fact that there is an acute global deficit of blue collar laborers in present, the crisis regarding manual workforce becoming increasingly prominent in the last few decades. This phenomenon has been augmented and sustained by a pronounced migration of blue collar workers and specialized, off-contract laborers towards other work fields, generating serious employment issues to a wide rang
          measures would indicate that the tasks are being completed to an agreed quality, on time and within an agreed cost?
      15. For each task, what behaviour skills and knowledge do we require to complete the tasks at an appropriate value of the measures?
      16. For each task, what physical and system resources do we require to complete each task efficiently and effectively?
      17. What is the gap (over and under) between what we need for our customers and what we have?
      18. What should we own, partner or procure to be at the optimum level of resources to deliver against our business purpose?
      Completing this task initially at a high level will reveal where we are under and over servicing our customers. It will also reveal where we are under and over resourced. Additionally, tasks and investments which suit internal customers with little purpose for external customers are exposed.

      The process is iterative. Each iteration includes a lower level of detail and a higher degree of accuracy of data. The iterations stop as early as enough information is available to make decisions at a level of risk that suits your business environment.

      Completing a business purpose analysis every five or so years helps identify the detritus of familiarity. Completing a business purpose analysis when setting up a new venture in a new organisation or division helps build clarity and assists in prioritisation, making as big an impact as possible at a level of risk with which you are comfortable.