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The Chief Executive of my organisation has just finished her MBA. I had a long talk with her about what difference she felt it had made to her work.

She was adamant that the biggest difference it made to her was the way in which she organised her work. Previously she had listed the tasks to do, prioritized them and then done them one by one. Now, as they came in, she decides who should be doing this work on the senior management panel, and diverts it straight to them. She says that if she has to consider tasks more than once, she is wasting her time. Her clear desk policy is real, and if at the end of the day she has tasks she needs to do herself, they are scheduled in her diary, and she does not consider them until the scheduled time.

She says that this is giving her an enormous amount of time to do real work. She regards her team as a part of her workforce, and so each task is handled by the person who is best at that area of work. She says that the change, for her, is a different framework, plus an understanding of the value of individual people who have real knowledge in their areas of expertise.

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