8. 一些竞争对手有了品牌化的组织工具咨询公司 产品 客户举例 BCG 时基竞争 GE
General Systems 流程再造 UPRR
Booz Allen 持续改进 Exxon
United Research 流程再造与简化 Mobil
Delta Point 转型性变革 SmithKline Beecham
32. 5种业绩变革途径纵览 A B C D E描述结构化的流程驱动的问题解决(服从)分权的机会驱动的创新价值驱动的适应性改进跨职能的流程再造自上而下的技能驱动的建造/改进转型重点例TOP(Total Operational performance)/AVA突破TQMCPR(Core process redesign)公司技能小组合适的时机迫切需要步进式变革
”按资论赏“的文化有变革准备的、弹性组织接近理论极限;
业绩伦理和能力到位需要跨职能再造需要竞争优势的新基础典型目标压缩成本40%(强迫的)推进到每个团队;
较典型的,如对质量、成本的高要求持续改进更快、更便宜、更好持续的竞争优势
34. Possible Activities/ToolsPerformance measurementCommuni-cationsProblem solving processPeople developmentVision and leadershipOrganizational infrastructureWorld benchmarks
Project performance indicators framework
Performance maps
Performance contracts pro forma
Best practice examplesCommunications coordination team--job specifications
Communications channels audit
Stakeholder analysis
communications plan
Communications workshop
Best practice examples
Core process redesign
Example role description
“7-S” checklistAnalytical tool kit framework
Analytical problem solving workshop
“Data to chart”video and workbooks
Client advocacy videos
Skill/will/diagnostic
Continuous improvement principles workshop
Best practice examples
Framework for designing skill-building programs
Discrete training modules-management skills (MFS), building high-performing teams, project management guide, designing ongoing impr0vement
Discrete tools-RJDs, time-usage logs, change-readiness surveys, signaling change tool kit, how to run a training workshop
Beliefs/behavior-prompt sheet-staff activity survey
Best practice examples