by Brad Power
Does your organization suffer from subpar operational performance? Have your costs, response times, or reliability slipped relative to competitors or versus customer expectations?
Maybe your organization has Process Attention Deficit Disorder. If it has, symptoms will likely show up in three areas: incentives, behaviors, and organization. Leer más “Does Your Company Suffer from Process Attention Deficit Disorder?”
As the 3M and Allied Signal stories demonstrate, a leader can launch a process program and drive significant benefits. But executives can change or their attention can shift. There are always many competitors for an executive’s attention. Only when process improvement is on the top management agenda can a company make the often large investments in process redesign, information technology, training and education that are required. Senior executive knowledge of his or her company’s strategy is a key driver of the way that work should be designed or redesigned. Only senior management can resolve turf issues between departments and functions — issues which can torpedo cross-functional process improvement. Redesigning work from a customer’s point-of-view and the ongoing pursuit of operational excellence implies changes not only in IT and processes, but also in organization, attitudes, and behaviors. The biggest execution challenge is shifting the mindsets of people within the organization. Therefore, any major process improvement program must have the active engagement of the top team.