Organizations can function and find success in their industry even without becoming the best in class. However, being best in class is often the goal of many a business owner embarking into providing a particular service or launching their first product into the market. Without ambition to eventually be the best or at least very close to the top, keeping up the drive to persevere through obstacles can be hard. Of course, one of the main aspects that determine whether an organization will be at the top of their sector is organizational performance.

Consulting has grown into a vast industry, measuring over $250 billion with an average annual growth of 4.3%. Looking at management consulting as an industry of its own after excluding financial and IT consulting, it still leaves us with an annual turnover total of $130 billion. These stats show that many companies are using management consulting services, but despite the industry’s evident growth, we still need to consider its future.

Part 5 of the Effective Managers^TM Understanding Accountability Series

As we know, accountability within an organization is one of the most critical concepts that leaders and managers should master. Understanding accountability and implementing the Effective Point of Accountability methodology leads to increased efficiency and better organizations.

However, things aren’t always so simple when it comes to determining the Effective Point of Accountability for cross functional work. Especially in this case, there may be some overlap between the departments working on the same project, which would prove to be challenging. How do you determine where the Effective Point of Accountability is when it comes to the delegation of cross-functional work?

Mastery Level: Organizational Effectiveness 

New series from Dwight Mihalicz – designed for management consultants

Deeper Dive #2: Why Managers Don’t Manager, and What to do About it.

New series from Dwight Mihalicz – designed for management consultants

The managers in our client organizations are dealing with the urgent, instead of the important.  Our research, in partnership with the Telfer School of Business, has developed a deeper understanding of the effectiveness of managers. It shows that managers in a cross section of various sized organizations report spending only 55% of their time on value-added work. Managing subordinates is a key part of that value-added work.
Almost half of their time is consumed doing work that is not adding value in the way it should and could. We also found that while 98% of managers agree that they are held to account for their work, only 46% believed that they are delegated clear objectives with statements of quantity, quality and timeliness.