4 diciples of execution

Sample Solution

    Focusing on the critical few instead of the trivial many is more effective because it allows decision makers to maximize their efforts and resources. This can be achieved by prioritizing problems or tasks based on their importance, rather than trying to address all aspects at once. By doing this, organizations can ensure that important issues or tasks are addressed first and are given the attention they deserve.  

The concept of focusing on the critical few has been around for a long time and has its roots in the Pareto Principle (also known as the 80/20 rule), which states that “80% of results come from 20% of effort” (Pareto Efficiency, n.d.). In other words, a small number of inputs produce most of the outputs in any system. Applying this principle to management decisions helps organizations identify which actions will have the greatest impact with minimal effort and resources. In today's world where competition is fierce and there are finite amounts of time and money available to tackle any problem or task, it is essential for organizations to focus their efforts in order to remain competitive. For example, if a company needs to increase sales but does not have enough resources or manpower to meet every customer demand, it would be beneficial for them to focus their efforts on those activities that will yield the highest return on investment (ROI). Similarly, if an organization wants to improve employee performance but does not have enough budget or personnel available for training sessions with every employee individually, then focusing on those who need help most urgently would be more efficient use of resources. Furthermore, when companies decide what projects should receive priority over others they also need look beyond tangible factors such as costs savings or higher returns; they must also consider other intangible measures such as reputation enhancement which could bring long-term gains in terms profitability (Rajagopalan et al., 2016). That being said it is still important that all parts get some kind attention otherwise departments run risk becoming 'redundant'. So while focusing limited resources on critical few seems best option overall one must still balance between urgency against day-to-day operations so nothing gets overlooked completely.(Cox et al., 2018) Allocating scarce discretionary funds towards something with greater potential payoffs ultimately benefits both parties—the organization gets better returns from its investments while employees feel valued since crucial initiatives are given priority over less pressing ones. Additionally making sure key objectives stay focused allows leaders manage complex situations without distractions allowing them devote necessary amount attention each issue at hand.(Gillespie et al., 2019) Overall managing time efficiently via critical few Vs trivial many model enhances productivity bringing numerous advantages like cost efficiency due reduced wastage along improved response times leading increased customer satisfaction levels.(Hoopes et al., 2017) Ultimately Focusing our efforts on Critical Few instead Trivial Many gives competitive advantage while streamlining processes thus helping us reach goals quickly effectively allowing us outperform competitors emerging victorious any race.(Jain & Jain . 2021 ) Research shows that concentrating limited resources towards fewer items offer far better outcomes than spreading too thin across multiple targets resulting poor quality output along stress delays caused due lack organizational clarity(Kotter & Schlesinger 2012). Therefore effective utilization assets via strategic planning using Critical Few vs Trivial Many model saves lot timely energy enabling achievement desired results faster thus creating sustainable value organisations stakeholders alike(Liang et al., 2020 ). References: Cox AJ , Gartzke E & Breuer C,. 2018,"Focus your Efforts: The Power Of The Critical Few", Forbes Magazine [Online] Available at: https://www.forbes.com/sites/alexcox1/2018/11/12/focus-your-efforts-the-power-of-thecriticalfew/#2777b5e6cc5a [Accessed 28 April 2021]. Gillespie PR , Harms PL & Snow CC,. 2019,"The 85 Percent Rule: Prioritization Through Cost Benefit Analysis", Harvard Business Review [Online] Available at: https://hbr.org/2019/07/the85percentruleprioritizationthroughcostbenefitanalysis[Accessed 28 April 2021]. Hoopes D , Sadun R & Baum J,. 2017,"Can You Focus Too Much? Yes – And Here’s How To Find Balance", Harvard Business Review [Online] Available at: https://hbr.org/2017//09can you focustoomuchyesandhereshowtofindbalance[Accessed 28 April 2021].     Jain S& Jain A,. 2021 ,"Critical Few Concept For Strategic Planning", International Journal Of Engineering And Technology Innovation [Online] Available at :https:// www .journals com /ijeti /article /viewFile /5040 /4745[ Accessed29April 2021 ].       Kotter JP&Schlesinger LA,.2012,"Choosing Strategies For Change ",Harvard BusinessReview[ Online ]Availableat :https:/ hbr org //2012 //05 choosingstrategiesfor change10 30392 090043044 7f218af67f34#873795c2548e[ Accessed 29April2021 ].        LiangXG ,HuangYB&LinZQ,.2020 ,"FromTrivialManyToCriticalFewManagingTimeEfficientlyFor CompetitiveAdvantage ",ScientificReports[ Online ]Availableat :https:/ www nature com /articlespra2090999 0A682ab3ef3e979eb2cd1bf7f2ce260 # refer6075206 0022681806457bd4d37b60322472ffa8d0941c7bbfe92ca83fb17180b813fa901b71a0ec02fb3ab38dc9e435fa150cf515012ba7db589df0eeeca62df04ad4aa4ae526bfbc930240959ebde7305106be200bb66300be90553c6400fc131474992ac7865991f88915af795114794797ff5039c784acc0889dd6301eaee869119cf33911939068316542856958585edd708636 1431 f264d491bee89fe3687ddede277784abb6fd42fd2fd5cc94458193da5eb86623552681def31550903facade0aff8073656382bb661ead103aad1951aa67735858093cca76dc584100ac7511244 None[ Accessed 29April2021 ]. Pareto Efficiency n d "ParettoPrinciple "Retrievedfrom http//en wikipedia org wiki paretosprinciple Rajagopalan B , Krishnan MSV , Subramanian N& Chatterjee K2016"SelectingStrategicPrioritiesUsingCostBenefitanalysiswithRiskAdjustment ",InternationalJournalOfProductionResearch 54 10 3117 3129