Breakthrough management: how to convert priority objectives into results

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"Effectiveness in a priority area is synonymous with the depth and speed of improvement." The approach proposed in Breakthrough Management is to use a model aimed at this need how to manage business priorities systematically and effectively. This system has been developed by Galgano & Associati jointly with Ryuti Fukuda (Deming Prize), and has been applied by a dozen international firms. The success achieved by these practical applications is the inspiration and basis for the book. Throughout, it is these successes which show the theory and practice of achieving maximum business effectiveness. Breakthrough Management is about managing the key business factors
* effectiveness
* consistency
* focused mobilisation of people
Only by understanding these factors can a company utilise these management approaches in the proper way and obtain competitive advantages. "Proper way" means the right choice, the right mix, the right weight, the right sequence in order to convert objectives into results. Breakthrough Management has its roots firmly in the practice of TQM its value to managers is that they will discover an entrepreneurial approach to Total Quality.

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The Basic Requirements of Breakthrough Management
The Effective Planning Process

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About the author (1995)

Giorgio Merli is a Senior Partner with Galgano & Associati, one of Italy’s largest management consulting firms. A graduate engineer with a master’s degree in manufacturing management, he started his career with Philips where he became Manufacturing Director. He has carried out several reorganisation projects in Italian and multinational companies and has been particularly involved in the implementation of Total Quality and Lean Organisation strategies in Western companies. He is consultant to CEOs of major international companies and juror for the European Quality Award (EQFM). Giorgio Merli has published numerous articles and is the author of several books, among them. Total Manufacturing Management (1990), Total Quality Management (1991), Comakership (1992), and is co-author of Beyond Business Process Reengineering (Wiley, 1995).

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