New quality productivity is a buzzword. So what exactly does new quality productivity refer to? The answer I found through AI is that it is driven by modern technology and the development of the economic society. Through technological breakthroughs and innovation in production factors, it achieves deep transformation and upgrading of industries. The fundamental characteristic is innovation!……
Currently, both enterprises and various organizations are facing the need for innovation, especially in terms of business interfaces. Regardless of how innovation occurs, the ultimate goal is still to achieve business growth and performance improvement. Since its inception, embedded supervision has been progressing step by step towards this goal.
In fact, supervision has always existed in the development of enterprises, whether or not the enterprises are aware of it; this will not shift with the will of the enterprise personnel.
Enterprises set goals, and to achieve these goals, they employ various methods to track progress, which is actually a part of supervision. It’s just that our understanding of supervision varies; in other words, we are all doing it in our daily work but may not know how to do it better.
This can be considered a pain point for enterprises, and often this pain point goes unnoticed. It’s somewhat like parents raising children; in the past, they naturally knew how to raise a child once they had one. Nowadays, however, parents are unwilling to adopt a rough approach and start preparing and learning various methods even before the child is born. When the child is born, they do not want to be caught off guard, and as the child goes through different stages, parents continue to learn. This is because they hope their child can truly thrive, rather than just grow wildly.
From this perspective, we can see that this is the core of new quality productivity, right? Continuous innovation, continuous upgrading, continuous change.
I have encountered many enterprises, whether in manufacturing, banking, finance, or technology, that are constantly seeking changes aimed at improving performance. They often hope to achieve improvements through various training programs. According to the “721 Rule,” centralized training can only account for 10% of effectiveness, while the real effectiveness of 70% comes from practical experience.
This seems to be something everyone knows, but when it comes to implementation, there always seems to be a lack of final push. Another saying is that the best support for this push is, “give a ride and send them on their way”! Some organizations adopt a mentoring system, which has achieved good results in training new employees. However, when it comes to performance improvement, it seems to lack some finesse.
The reason lies in the fact that many places know the ‘what’ but not the ‘why.’ Enterprises often rely on experiential knowledge at certain operational nodes, and this experience is left by predecessors. Some experiences have not been scientifically validated; if they yield good results, they are accepted, but conversely, they often lead to confusion.
The root cause is still the lack of a systematic methodology to support it, similar to the earlier mentioned case of raising children. With the continuous innovation and competition in the training market, embedded supervision has emerged at this time.
Embedded supervision systematically provides methods from three aspects: supervision, motivation, and coaching. The underlying logic of this method is supported by the Fogg Behavior Model. By addressing motivation, ability, and prompts, it achieves behavioral change, ultimately turning behavior into habit. This is the ultimate goal of learning: to transform knowledge into ability and use that ability to solve problems!