Ze'ev Ronen
Business Excellence
Ze'ev Ronen
Business Excellence
Javier is a young tour guide, Until recently, he had a lot of work. He speaks Spanish fluently, and as a result he had, among is other clients, many Birthright groups from South America.
And then came the Coronavirus, and Javier found himself without work, and with the realisation that life is unlikely to return to how it was anytime soon.
Covid-19 changed many things in one fell swoop. One of those is the prohibition on face-to-face meetings. With the meetings we were used to no longer possible, we started using Zoom or similar softwares. School and university lectures, management meetings, consultations, workshops, coaching sessions.
Ei'lam and I analyzed the company's operations, and for all other fields managed to create a profit generating work-plan with reasonable effort. Contrastingly, it seemed impossible to create such a work-plan for the import and distribution side of the business.
A medical start-up I worked with in the past faced a considerable schedule delay. I suggested the CEO display the company's goals and schedules in a prominent location, breakdown company goals to personal ones assigned to each managers, and thus delegate responsibility to them.
In my last article I discussed strategies for businesses during the Coronavirus crisis: the gazelle and the hedgehog strategies. When the gazelle senses danger it raises its head, looks around, and runs forward. At times it will change direction, but will always continue moving and keep its head up.
My last article dealt with the question – how to approach the crisis in your business. Among other issues, I discussed employee retention vs. employment costs. In this article I'm going to take a big step forward, and present the opportunity this crisis offers you, to engage employees with company goals.
An organizational consultant, workshops guide, and business coach, with many years of experience.
Guides and supports organizations and managers who work in a dynamic and competitive environment, which is often extremely challenging.
Organizations which must constantly develope and become more efficient, while also needing to communicate in a proper and attentive way with employees.
Consult to private organizations - pharma, communication, high-tech, traditional industries, and more.
And to public ones - Ministry of Health, Ministry of Labor, Social Affairs and Social Services, and Ministry of Economy and Industry.
An expert in addressing the big picture, including diagnosing the organization's needs, creating a plan, and guiding the necessary processes. Ronit promotes communication with clients, systematic thought, and leads the implementation of the each company's unique organisational change.
She works with diverse methods: coaching, mentoring, guiding, and working with management. All according to the unique client and challenge.
We can be sanguine about the Coronavirus or be concerned or frightened – but we can't ignore the dramatic effect this crisis has on the global economy. In this article I don’t intend to give instructions like those issued by the government, about crowds and the like. I write about the business aspect, with all the issues you should deal with.
In some companies, working with improvement teams brings quick, clear, and considerable success. On the other hand, in others the work done by improvement teams is accompanied by frustration, and has no quick and clear results. Why? What's the difference?
One of the immediate and daily examples for this technique, also mentioned in the book, is shaving razors. Until 1971 only one blade was commonly used. Then Gillette released a razor with two blades: one pulls the hair and the second cuts it.
Later, they added a third, and even fourth, blades. I stopped at three blades.
My First Book: Manage! Best Value Practices for Effective Management
The book brings together a set of tools that every CEO should know, presenting them in a clear, concise and consistent fashion that will leave the reader with comprehensive and useful knowledge to assist them in their careers as managers.
