|
Business Process Thinking
"Business process thinking is predicated upon
the central belief that it is fundamentally the complex, cross-departmental,
technology-enabled business process that
create value for customers and shareholders."
Yin-Yang of Customer Value Creation
This predication assumes that every
significant management activity should begin with an analysis of customers'
needs and have, as an intrinsic objective, the shared understanding of the
key
business processes
or
organizational
capabilities that are
critical to satisfying those needs."3...
More
Building Trust
To Improve Productivity
Research indicates2 that there is a
strong correlation between components of trust (such as
communication effectiveness,
conflict management, and
rapport) and productivity.
Cultural
differences play a key
role in the creation of trust, since trust is built in different ways, and
means different things in different cultures...
More
Case
in Point
Canon
Case
in Point
General
Electric (GE)
Jack Welch's goal was to make GE "the world's most competitive
enterprise." "We now know where productivity – real and limitless
productivity – comes from. It comes from challenged, empowered, excited,
rewarded
teams
of people," he said. Welch knew that the current business
environment requires an energized,
energizing leader: "You've got to be live action all day. And you've got
to be able to
energize others. Your cannot be this
thoughtful, in-the-corner-office guru. You cannot be a moderate,
balanced,
thoughtful, careful articulator of policy. You've got to be on the lunatic
fringe."1...
More
Case
in Point
Using
the Best Practice at GE: The Trotter Scorecard
Many
GE
business units employ a tool called the Trotter Matrix to check on their
use of best practices. The scorecard was developed by Lloyd Trotter, who ran
the Electrical Distribution and Controls side at GE. He listed six desirable
attributes for each of his plants and then scored each attribute...
More |
