In today’s environment of decentralized support models, ever changing technologies, shrinking budgets and the need to do more with less, Handling the Remedy begins by placing the focus back where it belongs. With almost as many standards to adopt as there are types of industries to apply them to, everyone rushes into the latest trend or industry mandate without remembering the first key to any organization which is an effective alignment of the team under a common understanding. More than any other challenge, this will be the one that will prevent any good company from becoming great and David tackles it head on and accurately. I anticipate the balance of the books and the insight they will bring.
As organizations grow and expand, they can easily fall victim to their own success. What started off as an agile, customer-centric organization can quickly deteriorate into a bureaucratic organization which loses touch with its ever changing customer needs. Handling the Remedy is a common sense approach which can help organizations maintain critical alignment with their customers. Through a series of thought provoking questions, both executives and managers can obtain a unique view of how efficiently their organization is functioning and identify key areas for improvement. Following David’s prescribed process of critical self-evaluation, organizations may be surprised by how misaligned they actually are. As disappointing as the the results may seem, this presents a golden opportunity for organizational transformation!
David simplifies a complex subject that plagues anyone doing business today. A solutions-oriented and pragmatic book that provides a starting point for anyone who is thinking about alignment in an organization.
Maya Nakhdjavani Rao
This book is a must read for those wanting to align their businesses in the most optimal way. Handling the Remedy will cause you to think with greater insight about your business; and to come to real, tangible understanding of the relationship between individual departments, the company at large and most importantly, the customer. The first step is admitting you have a problem, and Handling the Remedy will help CEOs and business owners everywhere, to see with absolute clarity what and where the problems are, and begin the process of optimizing their business and their people.
David – Thank you for putting into words an easy to follow process for identifying alignment issues between staff and customers and how to address these issues. In my experience, this is a systemic issue in many companies that is realized by many, but hard to define and quantify. Your book describes the issues and provides an easy to follow identification process. I look forward to the next book in the series!
Handling the Remedy is definitely a paradigm shift. I have often wondered if there was a better way to handle a solution that would encompass a wider scope. There have been many situations where the people that worked on solving problems were so isolated in what they are doing or belong to a silo of responsibility that it prevents them from seeing the big picture and seeing the perspective of the customer. Handling the Remedy has taken this into account and proposed a solution. It is an interesting, informative and instructional read. I definitely recommend Handling the Remedy for anyone looking for an overall solution to organizational problems.
I found “Handling the Remedy” to be a bold initiative. It provides an innovative and practical approach in identifying customers’ and their requirements through involvement of each and every personnel within the organization; using a well-designed questioning process. In today’s fast changing environment, customer needs keep changing, therefore regular alignment with the customers is a necessity so that their current needs are being addressed and the changing trends are identified. An insightful and interesting read.
Handling the Remedy touches on a very real issue encountered in IT Operations – differentiating between incidents and improvements. When an organization fails to separate these two activities, it’s the enhancements that will take a backseat to incidents. Therefore, recommendations geared towards keeping an organization ahead of their competition will struggle to see the light of day. As David explains, establishing two distinct groups of resources allows both incident resolution and improvement opportunities to be implemented in parallel.