By Peter G.W. Keen
"The approach aspect" proves that enterprise technique development isn't a fad. It addresses the new backlash opposed to approach pursuits like reengineering via explaining why companies can decline whilst approach reform is developing dramatic new efficiencies and reductions. businesses that have this paradox are making an investment within the flawed approaches. The booklet provides an monetary version for figuring out which enterprise techniques are definitely worth the funding and offers the instruments for using the version. It exhibits that strategy will be the most important to aggressive area. employing the rules of "The technique facet" may also help managers get to the bottom of the method paradox, by way of measuring the real expense and financial price of technique advancements and making an investment merely in those who might help their businesses thrive.
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Extra info for The Process Edge: Creating Value Where It Counts
These are all examples of the process paradox, the startling fact that businesses can decline and even fail at the same time that process reform is dramatically improving efficiency by saving the company time and money and improving product quality and customer service. The phenomenon is described in an article that ought to alarm any firm that has initiated programs to transform business processes: In all too many companies, reengineering has been not only a great success but also a great failure.
First, though, I need to explain why business process reform is as important as ever. The Old in the New Process movement leaders have made much of the newness of process reform. " The leader of the reengineering movement has claimed that it is his personal mission to reverse the history of the industrial revolution. Process movement literature is full of claims of originality that, by implication at least, criticize traditional management strategies, tools, skills, and attitudes. These claims are probably counterproductive, creating the impression that process reform is a fad whose day has come and may already have gone.
It is probably a disastrous idea if you are far behind the world standard. . [W]e need rapid, quantum-leap improvement. We cannot be satisfied to lay out a plan that will move us toward the existing world standard over some protracted period of timesay 1995 to 2000because if we accept such a plan, we will never be the world leader. 6 Transformation, not incrementalism, describes the new agenda for change. Many process movements focus on how to encourage Page 11 flexibility, learning, and collaborationa new kind of organizational plasticity.