Going into context
We live a day to day where the rule in every company, regardless of the branch to which it is dedicated or its size, is change and the static is the exception, for which, we must deepen the prioritization of activities that generate added value to our processes, taking the time factor as a determining indicator because this is a non-renewable resource, therefore it is not recovered.
Today it is chosen to react to crisis situations, generated by the weaknesses and shortcomings that organizations have regarding the appropriate planning practices at all levels; strategic, tactical and operational.
Effective decision-making plays a determining role in the way forward in organizations and is directed by strategic leadership, due to the vision that such professional profile must possess, which is a fundamental key for organizational development.
The central idea is to solve urgent situations, without losing sight of the important ones, this makes organizations smart when they want to differentiate themselves from the competition, when there is an organization and priorities are established for each of the activities having a focus centered on the goal we pursue. On the other hand, it is not advisable not to solve a problem, when you are aware that it will trigger more problems in the near future, which will unleash an avalanche that we will not be able to control, then it is when organizations go into crisis, therefore it should be done an exhaustive analysis to determine the root or cause of the problem, the immediate must give way to the lasting and the temporary will become transcendental.
Analysis of important and urgent factors according to their axes
- Organizational values and principles are upheld and maintained at all levels Prevent unexpected situations through the application of strategic, tactical and operational planning methodologies and tools Minimize out-of-budget costs Minimize stress and pressure for the execution of activities in a very limited time. It strengthens the growth and organizational development, making the Company stand out from its competition.
Concrete
At all organizational levels, it is necessary to unlearn to run after the urgent, replacing it with planning at all its scales (strategic, tactical and operational).
The duty to be is that if a situation is known that merits our attention, it must be considered in the planning so that it is executed with the allocation of the appropriate resources (human, financial and technical), without it having to affect satisfactory execution of other activities (give timely attention). What really needs to be addressed outside of planning are emergency situations, and yet for these there are contingency plans.
If the relationship of time / activities and the cost / benefit of the same that were executed in a planned way and those executed urgently are applied, the comparative measurement can be established, in which the relevance of what is really profitable and the benefits of taking and executing activities based on what's important in a planned way will be more noticeable.
