11/20/2023 0 Comments Bau business as usual![]() What is tolerable in BAU may be fatal in remote interactions where those enabling social cues and norms are removed. Similarly, we believe organisations need to consider carefully appropriate structured modes of working when switching to full virtual working. Actually held in briefing room E, the agenda is highly structured to ensure that decisions are taken based on a very clear set of inputs, that all in the room understand the decision made, and everyone leaves the room ready to implement the decision in a unified fashion. The British government has been instigating its COBRA (Cabinet Office Briefing Room A) committee protocol to address the Coronavirus threat. We are often happy with such emergent consensus, but in times of crisis there are approaches that are far clearer when BAU is interrupted. Working together in our offices can inoculate us to the routine ambiguity.įor example, research on decision making shows that in meetings, although often all parties leave the room believing a decision was made, no-one has a consistent view of exactly when in the meeting the decision itself was made and what the key inputs were that led to that decision. When co-located and working with regular physical interaction, we have many social cues and norms that we rely on to smooth over the inconsistencies and uncertainties to allow us to keep key work moving forwards. How will key decisions be identified and made?Īsking these questions often reveals that we have a very high tolerance for uncertainty in our ‘BAU’ or Business As Usual working modes.How will we work together to deliver this effectively?.What is the priority of each initiative we have to deliver?.Does everyone who should be working on it know that they are working on it?.Is the initiative that we’re working on approved?.Some good questions teams and workgroups should to be able to answer include: With businesses in the process of, or preparing their plans to, shift to full virtual working, it is a good opportunity to examine the effectiveness of how work is actually done in the physical workplace, whilst trying to replicate it virtually. Whilst we are all dealing with the challenge presented by the spread of coronavirus and assessing the threats, there can also be opportunities to enhance ways of working post-crisis. Arrange meetings to ensure everyone is on the same page and moves forward together.Why A ‘Business As Usual’ (BAU) Approach During The Coronavirus Epidemic Can Be Fatal….Obtain feedback from team members impacted by the changes to accommodate their concerns where possible.Ensure each team member understands their role and responsibilities.While BAU are predictable and repetitive, the business needs to change them from time to time in line with emerging opportunities, innovation and trends. It has long-term formal management structure with direct authority over functional personnel. BAU is repetitive and ongoing with the same outputs produced each day. ![]() Projects are short term, have specific goals, unique outputs, are allocated limited resources (people, materials or equipment) and are monitored by specific metrics. The performance is measured in control, visibility and predictability.īAU stands in contrast to projects. Procedures provide consistency and can be tracked over time for performance and efficiency. They help employees prioritize work tasks, collaborate and identify procedural gaps. The goal is to leverage current products, technologies, capabilities and processes to run a tight ship in order to maximize long-term profitability.ĭocumenting BAU processes through procedures is critical for ensuring a business runs smoothly. These ensure existing customers are content and the company delivers a high standard of service. ![]() BAU activities include accounting, customer service, maintenance, quality control, stock management and other contractual duties. Business-as-usual (BAU) refers to the routine, day-to-day, repetitive activities that are part of core business operations.
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