Comments on: Adding value is in the details http://spirospiliadis.com/2009/08/adding-value-is-in-the-details/ Idea Generation and Strategy Consultant Thu, 04 Aug 2011 22:15:44 +0000 hourly 1 http://wordpress.org/?v=3.1.3 By: Spiro Spiliadis http://spirospiliadis.com/2009/08/adding-value-is-in-the-details/comment-page-1/#comment-1738 Spiro Spiliadis Fri, 27 Aug 2010 09:37:00 +0000 http://spirospiliadis.com/?p=261#comment-1738 Hi Fernando, Perhaps the most important understanding in "adding value is in the details" is first being able to observe them. Each person in a organization not only has to perform the tasks but they have to be able to observe themselves doing them, not an easy "task" but it's imperative. Case in point, the particular client i was referring to in the post hired me to help him assess why sales dropped 20% a week, the first thing i had to do was observe the details, the day in day out of the business. Observe the employees, observe the expenses, observe the marketing, observe, observe, observe. The first week of observation showed signs of why, but when each employee doesn't see for themselves those observations, then everything they do is automatic, and can't be solved on the same level. Some of these observations are explicit, and evident. but some of them are intrinsic and not so cut and dry. For example, one of the problems as i mentioned above was in employee attitude adjustment. I observed that the managers were treating the employees "badly" this is a detail, other not so clear details was delivery time, these details are so small that they go unnoticed. These small details may seem " as nothing" but really they are something that does affect the flow. The more we are attached the less we can observe the details, attachment leads to narrow mindedness. Like Sherlock Holmes says, "you may have seen, but you have not observed" Hi Fernando,

Perhaps the most important understanding in "adding value is in the details" is first being able to observe them. Each person in a organization not only has to perform the tasks but they have to be able to observe themselves doing them, not an easy "task" but it's imperative.

Case in point, the particular client i was referring to in the post hired me to help him assess why sales dropped 20% a week, the first thing i had to do was observe the details, the day in day out of the business.

Observe the employees, observe the expenses, observe the marketing, observe, observe, observe. The first week of observation showed signs of why, but when each employee doesn't see for themselves those observations, then everything they do is automatic, and can't be solved on the same level.

Some of these observations are explicit, and evident. but some of them are intrinsic and not so cut and dry. For example, one of the problems as i mentioned above was in employee attitude adjustment.

I observed that the managers were treating the employees "badly" this is a detail, other not so clear details was delivery time, these details are so small that they go unnoticed.

These small details may seem " as nothing" but really they are something that does affect the flow.

The more we are attached the less we can observe the details, attachment leads to narrow mindedness.

Like Sherlock Holmes says, "you may have seen, but you have not observed"

]]> By: Fernando Martins http://spirospiliadis.com/2009/08/adding-value-is-in-the-details/comment-page-1/#comment-1736 Fernando Martins Thu, 26 Aug 2010 16:37:00 +0000 http://spirospiliadis.com/?p=261#comment-1736 Adding value depends on many sides of any organization and starts, for instance, when you implement a recognition program of some sort, for people want and need to be noticed and recognized for their effort. However, I totally dig this point of view, for I'm a detail freak :D I believe 100% in the power of details and what their fine-tuning can bring to any product or service or webpage or app or you-name-it. Moreover, I just can't go by any untuned details without feeling the urge to do something about it! The big picture is comprised of all the details, if some (or worse: many) of those details fail to deliver, fail their function, the whole thing will be indeed faulty and the big picture will suffer a lot due to it. Problem is, today, most CEO/COO/CIO/C-whatever, want everything in a flash, everything has to be done in the least possible amount of time and with the least possible resources. The result can't be any good, for all the details will be overlooked. When you're in a hurry, you can't mind the details! Taking care of those takes time and patience and experimenting and tweaking and testing etc etc etc.. Nice post. Thank you for sharing your ideas with the world. Adding value depends on many sides of any organization and starts, for instance, when you implement a recognition program of some sort, for people want and need to be noticed and recognized for their effort.

However, I totally dig this point of view, for I'm a detail freak :D
I believe 100% in the power of details and what their fine-tuning can bring to any product or service or webpage or app or you-name-it.

Moreover, I just can't go by any untuned details without feeling the urge to do something about it! The big picture is comprised of all the details, if some (or worse: many) of those details fail to deliver, fail their function, the whole thing will be indeed faulty and the big picture will suffer a lot due to it.

Problem is, today, most CEO/COO/CIO/C-whatever, want everything in a flash, everything has to be done in the least possible amount of time and with the least possible resources. The result can't be any good, for all the details will be overlooked. When you're in a hurry, you can't mind the details! Taking care of those takes time and patience and experimenting and tweaking and testing etc etc etc..

Nice post. Thank you for sharing your ideas with the world.

]]> By: Ron C. de Weijze http://spirospiliadis.com/2009/08/adding-value-is-in-the-details/comment-page-1/#comment-85 Ron C. de Weijze Tue, 04 Aug 2009 22:58:36 +0000 http://spirospiliadis.com/?p=261#comment-85 I agree completely with what you said however still I believe it is only half the truth. The other half is that adding value is in total reorganization. A structure can only be 'so' functional on the level it is on, then it needs to proceed by in fact disintegrate and start all over from scratch. That does not mean the original organization cannot be represented 100%, for it can and it should if in any way possible. The new structure in the new context, has repositioned the old, with new bits or chunks in between, 'grown into it', accounting for modern times, clients, services and gadgets. I agree completely with what you said however still I believe it is only half the truth. The other half is that adding value is in total reorganization. A structure can only be 'so' functional on the level it is on, then it needs to proceed by in fact disintegrate and start all over from scratch. That does not mean the original organization cannot be represented 100%, for it can and it should if in any way possible. The new structure in the new context, has repositioned the old, with new bits or chunks in between, 'grown into it', accounting for modern times, clients, services and gadgets.

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