Executives need to own up to their role in creating workplace stress that leads to burnout and create systems of addressing the same.
By MIRIAM CHEGE
Picture this. Your workload is always overwhelming regardless of your planning and prioritisation. You have tens of things that needed to have been done by yesterday. Every other time, you receive an additional call or email from your supervisor or co-managers of a new task that is to be completed by end of day. You also have several internal meetings to attend and from those there are more meetings to further discuss issues from the main meetings. This could be the scenario facing many supervisors and managers leading to burnout. Read More
By FRANCIS FONDO
Even at this day and age, many organisations view the launch of a strategic plan as an end to itself. There is normally pomp and celebrations during the launch where the full board, management and staff including, shareholders are in attendance. After the celebrations, everything is left to management to implement. Everyone else retreats to their cocoon hoping results will flow automatically.
How to execute a new strategy full post Read More
(1255 words, 1 image, estimated 5:01 mins reading time)
Smart interpretation of data is fast becoming a necessity. The onus is now on companies to leverage on this initiative to realise greater productivity.
By AUGUSTINE OMONDI
Various business organisations and small and medium enterprises across the world in various sectors are increasingly approaching the businesses from a customer-centric perspective, amassing infinite quantities of customer intelligence in the process. But harnessing this data deluge has been a huge challenge. Everyone is aware that big data brings excitement to the organisations but again not everyone is aware that big data sometimes fails to deliver the big insights that were hoped for. Rarely do firms tackle this topic. It would be of a massive benefit to identify a correlation that exist between the big data and the overall corporate performance, the kind of capabilities and investments needed, impact at stake and the most vital levers.
Capitalise on data for productivity full post Read More
(1007 words, 1 image, estimated 4:02 mins reading time)
Asian businessman Maganlal Motichand (MM) Chandaria came to Kenya when he was barely eight years old. He has done business in pre and post independent Kenya under various political regimes and tells CAROLE KIMUTAI about his business journey.
Business made in Kenya full post Read More
(1508 words, 1 image, estimated 6:02 mins reading time)
By JAMES RATEMO
Cutting cost of operation and enhancing customer satisfaction are key aspects every company strives to realise in order to remain competitive and profitable. Riding on the Lean Six Sigma (LSS) methodology, the National Bank of Kenya is transforming its processes to better satisfy clients and enhance employees’ experience.
Mr Thomas Gachie, Director, Operations Division at National Bank says the financial institution adopted the globally acclaimed business principle to “provide distinctive client service.” He notes that the bank has never regretted the 2014 decision to go for Lean Six Sigma training offered locally by the Kenya Institute of Management (KIM) in collaboration with Institute of Lean Six Sigma Professionals. “We have attained a faster turnaround time in most of our services. Our account opening now takes three days from one month,” says Gachie.
Riding on Lean Six Sigma for efficiency full post Read More
(1045 words, 1 image, estimated 4:11 mins reading time)