Several things coming together at the moment in thinking about impact and value of recordkeeping, persuasion and advocacy.
Yesterday – prior to this lunchtime’s emergency budget – a discussion topic started on the archives-nra list about records and value. Some interesting posts already and hopefully more to come.
Last week the Generic Social Outcomes – a way of describing impact of work in communities – were launched by MLA. They use three outcome areas (stronger & safer communities, health & well-being, and strengthening public life). I worked on these at a very early stage (way back in 2006/7) and am delighted to see them launched.
I’m just finalising the project completion reports for our JISC infoNet impact calculator pilot project – more on this next week.
And today I had a Manager Tools email newsletter which began with some words on “Know Your Business”:
I was was reminded – again – how important it is to understand how the business you’re in works.
The first reminder came when I learned that UPS trucks don’t make left turns. Think about that for a second. UPS has determined that left turns are EXPENSIVE. There’s more idling time, which is expensive. And there’s more accidents, which are VERY expensive. UPS manages its business carefully, and it know these things, so it had its routing software set up to eliminate left turns. You might think that’s a nice thing…but UPS thinks it’s good business. How good? UPS has about 90,000 trucks…and this change alone saves them ELEVEN THOUSAND TRUCKS….
…American Airlines prints marketing messages on the napkins that it gives out to go under every drink it provides. [The latest: “Turn flights and everyday purchases into lifetime memories.”]. That costs money, right? Sure it does: plain napkins are cheaper than napkins that are printed upon. Soooooooo, if you’re a flight attendant, you’re told that you’re supposed to place the napkin on the tray SO THE MARKETING MESSAGE IS READABLE BY THE PASSENGER
…This isn’t micro-managing, this is managing your business, because you know your business.
Do you know your business? Do you know what drives revenue? What are the biggest costs? What are the controllable costs? How can you contribute?
If you don’t know the answers to these questions you should. Management doesn’t happen in a vacuum. It happens in the context of a business…