fahim moledina

Management Consultant

https://www.linkedin.com/in/fahim-moledina/

Fahim is a strategist who enables teams and leaders to succeed and have a strong focus on optimization. He has considerable experience and knowledge in managing change and project management and has led business transformations. As an expert on business process re-engineering, workforce planning and enhancing operations to eliminate waste he has successfully helped multiple companies in meeting their long term goals and strategic plans. Fahim has extensive knowledge in project management, including agile project management as well as developing lean business processes.

He is a skilled leader that excels at aligning resources to meet goals and benchmarked metrics. With a  focus on building strong relationships with partners, suppliers, and competitors and consistently is able to grow opportunities by leveraging technology and best practices. Fahim has a strong change management background and essential skills to integrate teams. In having extensive expertise in leading Finance, Marketing and Communications, and leading other diverse teams he has a keen eye for combining skills of teams to gain efficiencies. extensively lead the development of work methods, business cases, and strategic plans.

Fahim has in-depth knowledge of the waste industry, construction, mining, oil, and gas as well as post-secondary education. Having successfully managed multiple projects ranging in size up to 24 months the effort with budgets ranging from $5K to over $50M.

Fahim is capable of generating robust strategic and marketing plans, coach executives, assist and lead in any financial aspects and provide general business support including full project and change management plans.

fahim moledina

Title: Staff Empowerment the Key To Organizational Speed

Management and Executives are often afraid to let go of power and decision making. In working with very diverse companies and industries I have seen different levels of willingness to let go and empower staff underneath them to make decisions not just to keep at speed with consumers but also in making the highest-quality decisions. Many organizations can be highly bureaucratic and the organizational structure itself can often not lend itself to staff pushing basic decisions up hierarchically and this can lead to staff feeling like they are not empowered or not trusted. Leaders can also become content in making many of the decisions and often they are doing so not being the expert on the issues or decisions themselves.

 So the question becomes how do we change the culture and process in streamlining approvals, empowering and engaging staff. It is easy to implement a process and provide guidelines with an approval matrix but often it is not that simple as in my experience if there is no trust with the staff or if leaders are not willing to delegate and trust colleagues and other staff with expertise in their areas it becomes difficult to stay afloat. I have seen many well-intentioned managers and executives become the blockage in approvals and often collateral can sit on the end of a desk when it is time-sensitive and the ROI dwindles as valuable work sits unapproved and not launched or implemented.

Change Management in regards to letting go of control for management and executives can be very difficult. Often executives and management want change but often do not want to change their actions themselves and this can often mean processes and operational speed can be held up in many of these cases. Time and again change management's essential in changing culture and mindsets. Using influence to change actions of leadership and get them too often play the role of a servant leader and coach can help accelerate the maturity of an organization. Successfully changing leaders' roles and mindset has been something I have taken pride in within my career to align them with goals and destinations that the organizations are focused on reaching.

Empowering the people with the most information and closest to issues to make decisions can help teams become more efficient and alleviate pressures from management. A great perspective of this was Captain David Marquet's command of a nuclear submarine and his empowerment of his crew. In reality, the mind of one leader is not as strong as a whole team so it is, an organization leverages its employees. Captain Marquet's video can be found below:

https://www.youtube.com/watch?v=OqmdLcyES_Q

The shift to empowering employees is one of the largest keys to developing speed and often efficiency. Leaders often feel like they need to take control to generate speed to market but this can often slow decision making while reducing efficiency and quality. Leaders often are best-served leveraging employees' strength and helping build trust to empower the organization to help reach optimize their efficiency.

fahim moledina

FahimMoledina - Slowing Down to Speed Up

Agile business practice is all the rage currently. Management and executives want to do more with less and many believe in implementing agile business processes that they can reduce staff or increase throughput. At times this might be the case but often it is important to remember the point of agile is to put the customer satisfaction at the forefront. In stating all of this it is essential to think through changes strategically and understand the future state that is being driven towards. Often changing business practices to agile doesn't speed up work at all but often can slow things down if staff and management are not trained and disjointed.

FahimMoledina Sharing His Experinece

In my experience with agile journeys, it is important before jumping into agile processes to make sure sponsorship from executive and management is strong and they are actively engaged to provide support for initiatives. Often it is essential to gain alignment within the organization or department before intensifying agile processes. Agile journeys can often fail when laggards are in positions of power and have not bought into many of the steps forward as the journey is a culture change and not operational. Therefore alignment can often be gained with highlighting the benefits but also the limitations of agile. It is interesting that agile journeys can be done in iterations but in reality often a more defined project and change management plan can help in accelerating the value of agile methodologies.

Steps Define By FahimMoledina

Taking steps to team and organizational agility can be daunting and often organizations. Failure to slow down and look within can cause agile journeys to hit larger roadblocks. In agile journeys, it is important to look at workforce planning as well as overall strategies within the department including up-skilling staff, project management software suitability and multiple other factors to long to mention. It is also essential to communicate to stakeholders and staff as a failure to do so on next steps can cause a lack of engagement. As not communicating also sends a message which can reduce engagement holding back the agile mindset shift.

The word agile transformation is interesting in itself as the word transformation depicts that there is an end or destination but in reality the process of shifting to agile methodologies is a culture change that requires continuous improvement and iterations. But in moving forward with agile methodologies it is important to have a plan but important to slow down and look inward before implementing agile methods to accelerate agile methods and mindsets across organizations.

FahimMoledinaLinkedin  - https://www.linkedin.com/in/fahim-moledina/