Carnival of Quality Management Articles and Blogs – August, 2020

Welcome to August 2020 edition of Carnival of Quality Management Articles and Blogs.

For the year 2020, we have chosen the core subject of Revisiting Basic Quality Concepts w.r.t. the sustained success of the organization As of now we have visited

We take up Competent people for the sustained organizational success as our next core concept this month–

Competence is the set of demonstrable characteristics and skills that enable, and improve the efficiency or performance of a job… To be competent a person would need to be able to interpret the situation in the context and to have a repertoire of possible actions to take and have been trained in the possible actions in the repertoire, if this is relevant. Regardless of training, competency would grow through experience and the extent of an individual’s capacity to learn and adapt.[1]

In order to fill this gap, a list of 14 organizational and people characteristics that can be grouped into five broad dimensions is compiled, which can lead to sustained performance by driving organizational and people capabilities. .

High-performance organizations are effective at translating their business strategy into a compelling people strategy. [2]

The key to creating a vibrant and sustainable company is to find ways to get all employees—from top executives to assembly line workers—personally engaged in day-to-day corporate sustainability efforts… A company can implement eight practices to help bridge the distance between an employee’s personal values and a company’s business practices, to create a competent people platform for the sustainable company. [3]

Meanwhile, persistent uncertainty, a multigenerational workforce, and a shorter shelf life for knowledge have placed a premium on reskilling and upskilling. The shift to a digital, knowledge-based economy means that a vibrant workforce is more important than ever, and have elevated the importance of the learning-and-development (L&D) function.

One of L&D’s primary responsibilities is to manage the development of people—and to do so in a way that supports other key business priorities. L&D’s strategic role spans five areas –

Over the years, nine dimensions have been identified and field-tested that contribute to a strong L&D function. These dimensions are combined to create the ACADEMIES framework, which covers all aspects of L&D functions, from setting aspirations to measuring impact.[4]

Four things standout to prioritize people in times of crisis[5]

  • First is the importance of prioritizing people, in terms of getting out, demonstrating empathy, and engaging with people to understand what their concerns are.
  • Second would be the importance of creating clarity on what matters most. From a leadership perspective, giving some sense of certainty and hope is important to navigate the crisis.
  • Third is the need to be responsive and fluid to the dynamics of an evolving crisis.
  • And the final one is the importance of gaining perspective. Early on in a crisis, it can be easy to get tunnel vision and to focus on managing what’s in front of your nose. But the earlier that you can find a means of stepping back and seeing the bigger picture, and pushing out the time horizon of that perspective, the better. That will allow you to sense what’s coming and get ready for what’s around the corner.

The punch line is that the people need to be competent enough to address the challenges of the future successfully within the context of present, rapidly changing business scenario..

Additional Reading:

The detailed note on Competent people for the sustained organizational success can by clicking on the hyperlink.

We will now turn to our regular sections:

In the series the Organizational Culture, we have taken up Understanding the Organizational Culture – As anthropologist Margaret Mead states, “What people say, what people do, and what they say they do are entirely different things.”. They have a tendency to focus on “The way we say we get things done” and don’t focus on “The way we really get things done”, what is normally known as what’s below the organizations surface.[6]

We now watch ASQ TV, wherein we look at a relevant video from the archive:

From Jim L. Smith’s Jim’s Gems this month we have picked up one article

  • Core DNA – Values, ethics and integrity are the three attributes to achieve cultural excellence – Core DNA values act as guideposts to appropriate business behavior. Creating value requires the courage to have fierce conversations intended to help the business progress. The focus on values includes a desire to win and envisioning the future—not whining and wallowing in the past…. As an organization evolves, so do its core values… To create sustainable business value that will endure for decades, organizations must set standards and then abide by those codes. … A common myth is that an organization cannot simultaneously increase sales, protect its interests and be ethically sound…. However, by creating a standard set of ethical guidelines, organizations are laying the groundwork to protect their interests. While gains are not always quantifiable in the short term, these organizations will be building a foundation of prosperity for years to come….To be successful, organizations must synchronize values with desired outcomes… Ethics should be at the core of what makes a business run.

I look forward to your views / comments / inputs to further enrich the subjects of Basics of Quality and Organizational Culture and their role in Creating and Maintaining Sustained Success.

Note: The images depicted here above are through courtesy of respective websites who have the copyrights for the respective images.

[1] Competence

[2] High Performance organizations By Vikram BhallaJean-Michel CayeAndrew Dyer, Lisa Dymond, Yves Morieux, and Paul Orlander

[3] Engaging Employees to Create a Sustainable Business By Paul Polman & CB Bhattacharya

[4] The essential components of a successful L&D strategy By Jacqueline Brassey, Lisa Christensen, and Nick van Dam

[5] Prioritize people in times of crisis: An interview with Mike Henry, the CEO of BHP

[6] What have the invisible man and the organizational culture in common


In July 2011, I opted to retire from my active career as a practicing management professional. In the 38 years that I pursued this career, I had opportunity to work in diverse capacities, in small-to-medium-to-large engineering companies. Whether I was setting up Greenfield projects or Brownfield projects, nurturing the new start-ups or accelerating the stabilized unit to a next phase growth, I had many more occasions to take the paths uncharted. The life then was so challenging! One of the biggest casualty in that phase was my disregards towards my hobbies - Be with The Family, Enjoy Music form Films of 1940s to mid-1970s period, write on whatever I liked to read, pursue amateur photography and indulge in solving the chess problems. So I commenced my Second Innings to focus on this area of my life as the primary occupation. At the end of four years, I am now quite a regular blogger. I have been able to build a few very strong pen-relationships. I maintain contact with 38-years of my First Innings as freelance trainer and process facilitator. And yet, The woods are lovely, dark and deep. But I have promises to keep, And miles to go before I sleep, And miles to go before I sleep.

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