Many organizations are making major investments in external branding. But often less attention or investment is made in improving the organization’s internal effectiveness. If frontline staff isn’t living the brand, customers’ raised expectations are dashed and their anger and cynicism grows. One of the biggest reasons frontline staff can’t live the brand is because operational, […]Read post »
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Lean/Six Sigma was brought into more popular use with the Total Quality Management/Continuous Quality Improvement movements over two decades ago (you can read some of the roots of approach in this online Introduction to Firing on all Cylinders: The Service/Quality System for High-Powered Corporate Performance). In 1990 MIT researcher James P. Womack published The Machine […]Read post »
I received an e-mail from a reader who was recently promoted into a process improvement coordinator role working with their management team. He asked me for the right path to begin. The root of this kind of question is what has caused so much of the fad surfing and rigid off-the-shelf programs that have messed […]Read post »
Experiences in the past few months are clearly trying to tell me to review the keys to process management in this issue. Problems with processes have featured prominently in a number of my workshops and management retreats. Much of the ongoing consulting and organizational coaching work we’re doing at The CLEMMER Group is currently centered […]Read post »
The downside of today’s focus on accountability and performance management is a fragmented view of how work flows across every organization. As a result departmental silos are reinforced and way too much finger pointing occurs. This leads to a culture of “if it’s not our fault, it must be yours.” I love to get examples […]Read post »