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E&e and We! – Self sponsored Effectiveness and efficiency!

E&e and We!  – Self sponsored Effectiveness and efficiency!

Effectiveness and efficiency on our own!



In work life, sometimes, it may so happen that when we pitch in right on effectiveness,

we may find ourselves wrong on efficiency! If we pitch in right on efficiency, we may be found short on effectiveness!

I thought this needs resolution and hence thought as follows!



We, as individuals are consumers, customers and also providers of services.

We know the effectiveness of what we consume. We also know the efficiency of what we do. 

We all work in or for one organization or the other. (‘Gotta serve somebody!’-Bob Dylon)

We have the privilege of prescribing how a job must be done.

We are also obliged to listen to sermons on our performance!



With regard to performance, generally, we read the following two terms used in combination, – effectiveness and efficiency.

It is a perennial concern of every manager. For example, the following statement:

“A supplier should not only meet, but exceed the needs and expectations of a customer, effectively and efficiently.”


Nature of our work

Whatever be our level, some are repetitive. Some are similar to an earlier job.

Some are new and different, with a portion of the job similar to an earlier job.

It may be fairly assumed that not all assignments are new, always to every one.


 Think ’bout it, to get out of the situation!

To make progress from the situation mentioned above ,

it is for consideration whether  effectiveness and efficiency may be grasped a bit more in detail as follows:


It is known that it is concluded ultimately as ‘Yes’ or ‘No’. It is discrete.

There is not anything like ‘more or less effective’ though sometimes we express it, as if it is continuous,

to give credit to the effort put in. It may have many factors, but in the final analysis, one factor may drive the conclusion.

Secondly, it is the customer’s word that matter; not that of supplier.

Supplier’s word is claim of effectiveness, but customer’s word is considered conclusive.


It is the concern of the supplier, including continual improvement in it.

It is a continuous variable; it may be sixty percent, seventy one percent, or 120.

It is a ratio of output to input expressed as percentage.


Arrival at a view

It appears that if both, effectiveness and efficiency, which have differing features are aimed

to be achieved at the same time, first time together, it may be elusive.

The features of the assignment also may not be very clear. Even when achieved, it may be delayed.


If they are aimed one after another then achievement may be sooner, than later, with better results.


The way out, as I would like to tell myself!

Work towards effectiveness first and achieve it.

Think about efficiency next and achieve it along with effectiveness.

When working towards effectiveness, think like a customer, in fact even a little stricter.

That is, treat it sharply as, ‘either or’ subject; no in between.

Even if one factor is not met, the effectiveness be declared as ‘Null’.

This is more strategic and internal, to spur towards effectiveness in the next cycle.


To review the efficiency also to be considered as part of work and may be a parameter for evaluation of one’s performance!

(‘Toyota Way’- Improvement is part of one’s job.)


A pictorial model with three cycles of activities shown at the following address may please be seen at



This lead to a formulation that

  • – in repetitive job what may be expected is effectiveness, efficiency and improvement;
  • – in a similar job, effectiveness and efficiency; and
  • – in a new job, effectiveness.

 The above formulation as a Table for a quick view may be as follows:


Cycle and job wise aim


1st cycle

2nd cycle

3rd Cycle







 To be addressed



To be addressed

To be addressed


To be addressed

To be addressed

To be addressed



What would happen in reality

Once effectiveness is achieved in repetitive and similar job, efficiency may be given a go by;

the focus on effectiveness of another assignment may cloud the attention on efficiency of the earlier assignment.

This would require checking.


An additional finding!

Thinking in this way it appears that when an assignment is made to Person A for the first time, it may be ‘New’;

when it is assigned second time, it may appear ‘Similar’ and

if it is assigned a third time it may be categorized as ‘Repetitive’.

This way one may achieve effectiveness, efficiency and improvement.


On the other hand if the assignment is made to different persons every time one may be concentrating only on achieving effectiveness

without moving to efficiency or improvement.

Willingness to work on all the three type of assignments may also be equally important.

Also when a repetitive job becomes ‘mindless routine’, one may have to deliberately make it ‘new’ with newer objective!


End line!

So that is a small suggestion about the way to achieve effectiveness and efficiency on one’s own volition,

by understanding the terms in their full feature and by attempting to achieve them one after another!


I took care that this blog not to sound like an advice and in spite of it

if it appears so I would hate myself for that!


For further thinking

I am also wondering whether allotting a unique identification number

for each assignment would enable us to track the above features!



Sam Anbazhagan

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