How Organizations Work: Taking a Holistic Approach to Enterprise HealthA groundbreaking approach to successful performance improvement Almost every executive in business today is faced with the challenge of improving performance, from incremental improvements to wholesale organizational change. Here, a world-renowned expert in organizational improvement asserts that most hard-won changes don't last for long, however, because of the inability to identify the root causes of the problem. How Organizations Work offers a clear, integrated solution to performance improvement via a new "Enterprise Model"-which takes into account all variables that influence performance. Alan Brache provides a comprehensive "physical exam" for checking an organization's vital signs and a 360-degree picture of how organizational dynamics can be harnessed to effect permanent improvements in performance. |
Contents
Chapter 1 Exploring the New Enterprise Model | 1 |
Chapter 2 Understanding the External Business Environment | 15 |
Chapter 3 Leading the Enterprise | 31 |
Chapter 4 Creating Strategic Alignment | 48 |
Chapter 5 Rethinking Business Processes | 65 |
Chapter 6 Setting Goals and Measuring Progress | 85 |
Chapter 7 Reframing Culture | 99 |
Other editions - View all
How Organizations Work: Taking a Holistic Approach to Enterprise Health Alan P. Brache Limited preview - 2002 |
How Organizations Work: Taking a Holistic Approach to Enterprise Health Alan P. Brache No preview available - 2002 |
Common terms and phrases
acquisition actions analysis answering behaviors Chapter communication competitive advantage cost culture customer satisfaction Customerge customers downstream decision deficiencies defined e-business e-commerce Economic conditions Concerns employees enable ensure Enterprise Model enterprise resource planning environment Equity/dividends Shareholders establish example executive team external factors focused function growth Herb Kelleher human variables identified improvement industry value influence information systems information technology information/knowledge management installation internal Internet Issue Type Kepner-Tregoe leaders leadership manufacturing Market Needs Customers measurement system meet ment metrics operational opportunities order fulfillment organization's organizational outputs performance potential problem process design team process for addressing product development project management Regulations/policies Economic conditions reorganization requirements Resource People providers Ridgedale SELF-ASSESSMENT QUESTIONS Six Sigma skills Southwest Airlines steps strategy formulation strategy implementation success target tion tomer top team understand value chain variables vision Wethersfield