Member Since: 2nd Jun 2015
15th Oct 2021
You would never win. Someone from the Big Four would sweep the board. And it would be done with a straight face, not a blush in sight.
11th Oct 2021
Thanks. Have just 'signed' it.
9th Sep 2021
I know nothing about this person but is that a waxworks dummy in the photo or a real human?
26th Aug 2021
Is an author's knowledge and experience of the real world 'tested' before their article is accepted for publication?
5th Aug 2021
And in many cases, remove useful features in the process.
21st Jul 2021
As I said - failure demand. Failure demand is not value demand. Staff may be busy, but that's not the same as satisfying value demand, which is what they should be doing. Until someone high up in the organisation realises that there is a difference between being busy and doing useful work, HMRC won't improve. As well as happier taxpayers & agents, staff will be happier too if they aren't wasting their lives fending off angry callers and clearing up the mess that the senior managers have created. Why the 'senior managers'? Because it is they, and not the 'workers', who design the system within which the workers operate.
21st Jul 2021
And, if this is as far as HMRC's analysis of their performance goes, it will never improve. How much of the demand on call centre staff is failure demand, e.g. caused by poor information sent out to tax payers or agents, who then have to ring in to seek clarification? Are they counting dropped calls? Does anyone do any analysis of flow through their key processes? What are the constraints? Etc.
10th Jun 2021
No 'process mapping' ISN'T as described in Hugo Fair's first paragraph. Unfortunately, that's how it came across in the piece by Sammie Johannes. Nor does it, at the basic level, have anything to do with software.
Mapping of processes, especially using deployment flowcharts (who does what), is a powerful way of understanding what's going on in an organisation, department or business unit with the intention of identifying bottlenecks, waste (of time or materials), dead ends etc so that the process can be improved. That's the purpose.
Importantly, getting teams to draw how the processes within which they work is almost always an eyeopener for their managers, who believe that the work is done is some other way and are unaware of the work-arounds that staff have devised to compensate for impractical systems. Large sheets of paper on a wall will suffice: there's no need for software to achieve process improvements. OK, recording the findings will probably best done electronically but that's reporting not improvement. Improvements can happen without it.
3rd Jun 2021
Having experienced board members' glazed eyes when scrutinising balance sheets, I once introduced a net worth chart (i.e. a monthly plot of assets, liabilities and net worth) side by side with the balance sheet. It took less than a minute to explain what it showed and what they, mainly non-financial folk, should be watching out for. Example: net worth making a steady dive towards zero. It was universally liked and it gave the non-financial folk an opportunity to ask the FD sensible questions, which they were unwilling to do previously for fear that their question was based on a poor understanding of the balance sheet.
The chart had another advantage: it showed the current position in the context of a time series, helping to eliminate the elephant trap of making two-point comparisons, so common in reports to boards and management teams.
9th Nov 2018
While many of us may agree with your assertion about the conduct of institutions, the defence of "I did it because other people do it." is not one on which you should rely. :-)