Transformational change attempts to reinvent, reorganize and if necessary eliminate non value-adding processes rather than simply retooling existing processes. The goal: redesigned, end-to-end processes that are logical, value-adding, seamless, balanced, and customer driven. Hence: the value-chain. Transformational change forces an organization to look at itself objectively, examining each process step that adds or detracts value. […]
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A process orientation involves these interrelated factors: Structure. A core process is smooth, balanced, structured, seamless, value adding, replicable, efficient, effective, and economic. The process has a beginning and an end. It consists of a number of value-adding steps, each of which has a customer and a supplier. A process step may involve working with
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Entitlement is dead – accountability is alive and well. As Brand U’s, we’re responsible for the performance of our process, function, activity, team, plant, or company. Performance management is a direct outcome of self-management and self managed teams. Senior management looked to functional management to operationalize the corporate strategic vision, mission, plans, objectives, etc. Each
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Computer and information technology makes data more available but it doesn’t necessarily make us smarter or help us make smarter decisions. We have access to data, but don’t know what it means or how it should be used. Technology can also overwhelm us. New hardware, software, virtual ware and who knows what ‘ware’ can be
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Time management is also a business issue. The marketplace changes quickly. New competitors arise. Customers are fickle. Customers want products delivered over night. Business accelerates at electronic speed. Windows of opportunity shrink as stakeholders are electronically linked. Parts are delivered just in time for assembly or test. Inventories are reduced to close to zero. Time
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The New Economy is all about time – what Brand U’s do and how they manage it. For example based on your answer to an online health quiz, or laboratory analysis of a strand of hair, a company can manufacture a vitamin just for you. Then every three months you’ll get a fresh supply. If
Virtual teams are somewhat new but will become more prevalent as Brand U organizations, and Brand U individuals, develop state of the art, ‘world class’ technologies, skills, capabilities, information, or other resources. In a virtual team, each Brand U is an expert. Value-added capabilities are brought in. Synergies arise. The output is greater than the
What are the protocols and rules of the Brand U organization that values marketable and value adding knowledge as much as loyalty? Traditionally, the twenty-year manager had power, prestige, and knowledge, and was accorded loyalty and respect due to these factors. Now, value adding knowledge and abilities are increasingly important.
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Examples of successful Brand U teams are often found in sports and music. For example, a winning football team is an assemblage of Brand U, each of whom has a specific function. Some players may be superstars. However, the winning football team usually has everyone subordinating personal glory to team success. The coach shapes team