Download Change or Die: The Business Process Improvement Manual by Maxine Attong PDF

By Maxine Attong

Leadership good fortune will depend on clarifying and simplifying complicated difficulties whereas preserving a good outlook. Change or Die - The company procedure development Manual will give you the instruments to take action. full of greater than 70 pages of workshop instruments, agendas, and actions that element all of the six levels of the company approach development (BPI) strategy, it provides a BPI process that promotes using facilitator-led workshops that will help you and your workforce make higher judgements.

Developed from empirical examine and strengthened by way of the result of shopper adventure from hundreds of thousands of hours of facilitated workshops and BPI job, Change or Die employs the authors' interact method. to make sure your staff achieves its deliverables, the authors stroll you thru each one BPI approach. In each one bankruptcy you are going to find:

  • Objectives and deliverables in actual fact identified
  • Real-world examples from businesses the authors have labored with—presented utilizing an international producer as an example
  • Activities, questionnaires, and examples
  • A self-assessment software that can assist you degree development, determine gaps in staff functionality, and make sure group readiness for the following stage

This resource-rich booklet encompasses a CD with supplemental actions, demanding situations, facilitated workshops, templates, tables, and questionnaires—tools designed to ease each one participant’s route to venture success.

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Extra resources for Change or Die: The Business Process Improvement Manual

Example text

R—realistic and relevant. The organization’s limited resources need to be spent on activities that will bring it closer to its vision. Objectives should therefore be realistic, set within the context of the organization and its capability. The focus must be on results, because objectives may act as tie breakers when things get confusing. All measurement and evaluation of objectives should be rooted in the facts of the matter. Achievement of the objectives needs to resonate with the organization’s goals and vision.

Q: How will the skill assist in achieving the goals of increasing membership usage and corporate revenue? A: The field members will meet with the members to increase visibility, early problem detection, and problem solving. Q: What resources are needed to achieve the goal of increasing visits by field offices? A: Accounting resources are needed. Field officers need to increase outreach to members. 12 ◾ Change or Die: The Business Process Improvement Manual Perform Gap Analysis For each skill and resource that is identified as missing or absent from the organization, ask the following questions: ◾◾ What are the skills and resources that the organization does not have?

Clear understanding of the change impact on strategy, culture, roles, activities, and adjustments for the business process improvement project. Detailed communications plan. −− Stakeholders (internal and external) have a stake in the project and its outcome. Each stakeholder should be identified and an examination made of the impact the project outcome will have on the stakeholder and his or her power base. It is necessary to think about how project completion will affect each stakeholder’s status quo and comfort zone.

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