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Zero Base the Workplace By Phillip G. Perkins I must admit that I am constantly amazed at how dependent we have become on technology. For instance, how often have you been told by a customer service representative that he or she couldn't get the information you requested or process your order because the "computer is down"? It is an understandable impediment to productivity, yet the response can be maddening when you are trying to complete a transaction. It makes you wonder how anyone got any business done before computers. As a young consultant, I spent a great deal of time working with wholesale distributors as they implemented what in some cases were their first computer systems. In those days I remember being impressed that almost every employee, from warehouse managers to the controller, could tell you if there were any XB2367 pumps back in the warehouse. They retained in their heads an incredible amount of information, including the needs and preferences of key customers, which inventory moved fastest and which relationships brought the most profit. All of that information is now consigned to Enterprise Resource Planning (ERP) software systems. Now I'm not suggesting there is anything inherently wrong with that. It's just that many companies have no human knowledge base to act as a backup to this "virtual" memory. I have done extensive writing and speaking about the concept of "zero basing" the desktop – in other words, determining the minimum quantity and type of tools it would take to do a particular job. After all, corporations large and small have realized the benefits of the zero base process during annual budgeting. If we can ask our managers to start with zero when justifying yearly expenditures, why can't we apply the same technique to our technology, desktop tools and, yes, even business processes. While doing research for my 2003 book Points of Productivity, I spent a fair amount of time assessing what was actually needed by each of the professionals in our firm to deliver quality service. As you might expect, we are a highly automated company. However, I was particularly pleased to have our own CFO point out that pencil and paper were her primary needs. It should be noted, however, that the phone system was stipulated and she indicated a decided preference for a mechanical pencil. On the flip side were those technology-bound individuals who felt justified in sitting virtually idle when the Internet was down or the new laptop with the latest operating system hadn't arrived. Now I had to take responsibility for that sort of attitude. I too had put a premium on technology and even advertised our prowess in deploying the same. But I quickly realized what a trap we had created for ourselves. The "zero base" exercise So let me suggest an exercise that might be completed workstation by workstation every year or two. Have at the very least the "client-facing" members of your team list all of the tools, processes and interdependencies that are a routine part of their day and then make a statement as to why those items are important to getting their particular job done. (Of course, this exercise presumes that they understand what is expected of them to begin with ... a well-done job description can ensure that). Most people will include a list of tools such as a personal computer or laptop, PDA, calculators and so forth. They will also list reports, interfaces with people in other departments (and time sensitive interaction at that ... most employees in this country will tell you dependency on others is their number one daily impediment). The list is only a starting point, of course, and a catalyst for a conversation about goals and objectives. If you delve below the list of tools you will soon find that what most people really need on a daily basis are the following:
Armed with this information, the manager and employee can build/buy a toolset that will focus specifically on facilitating those key needs. I think it important to point out that almost everything on the list above is available from the employee and those with whom they work, those that they serve and those whose products or services they represent. While recording key business information in our ERP system is a sound practice and just good business, when the system goes down (and all of them do occasionally) our "tribal knowledge" must take over to ensure that business carries on. A note on clutter When doing this "zero base" exercise, the manager and employee should also pay attention to the clutter that accumulates after years of "business as usual." Virtually every time our company has implemented an ERP or accounting system for a client, we have discovered reports that are never used, outdated tools (to go along with long outdated processes), as well as broken printers, monitors and Zip storage drives that have long since gone to technology heaven but are still taking up precious desk space. Both kinds of clutter are a distraction and a productivity inhibitor, and they should be eliminated as part of zero basing your enterprise. I've seen this exercise work many times, and I encourage our clients to try it at least once. There's really nothing to lose (unless you count those useless Zip drives) and much to be gained in terms of understanding between management and employee. And often a spike in productivity. |
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