[Column] Why can't things that are decided be done as decided?

I would like to introduce a column article.

Decisions made within a company are the first step in motivating people. To achieve this, it is essential to define the specifics clearly; otherwise, people will be confused. Specific decisions should be expressed through unique names, numerical values, and goals. Furthermore, it is necessary to share the understanding of these decisions. In other words, everyone in the department must have a common understanding of what decisions need to be made this month. To ensure these decisions are implemented, it is important to prevent them from being left unaddressed and to conduct detailed checks. There are two methods to achieve this. One is to systematize the process and create individuals responsible for implementation. However, systematization often lacks a clear methodology, and the people responsible are merely told what to do by the president. Frequently, the on-site managers do not lead by example, and there is a lack of management work to enforce compliance, with no reprimands for employees who do not adhere to the decisions. As a result, a culture develops in the company where it is easier not to do anything, as there are no consequences for inaction. Conversely, in companies that adhere to their decisions, individuals are reminded by their peers when they do not comply, fostering a culture of adherence. This allows management to focus on the next steps, leading to the growth of the company.

E-learningEmployee training