Today’s pace of change in technology and society are impacting how work gets done in organizations. Lean, agile, test-and-learn operations used to be competitive advantages… but are fast becoming table stakes.
In many heavy industries, long-term forces and trends are creating more competitors and a greater competitive intensity.
Most mergers and acquisitions fail to capture their intended synergies because they did not beat The 4 Clocks. There are 4 count downs in integrations, and the name of the game is to complete the work before the clocks gets to zero.
Sales commissions and incentives are a major part of the sales culture in many industries. A thoughtful approach to implementing these incentives is key to ensure you don’t compromise customer experience.
We are in the initial stages of a productivity mega-trend. Forced by wage growth and enabled by technology, leading companies are already redesigning their operating models to make their people more productive.
Many firms feel like they are operating at max utilization. However, when companies measure things in an analytical strategic way, they can be surprised at their actual utilization.
Leaders of all types of organizations often want their organizations to move faster. Once leaders develop clear vision and strategy, they want the organization to move as fast as possible in executing the strategy.
Medical billing is a time-intensive activity to transfer data across systems. A lot of this work can be automated, freeing up staff to work on higher value-add activities.
There are 6 main levers to influence behavior. Like the stones in an arch, the levers to influence behavior work together in an integrated strategy.
As the sales function becomes grows more complex, many companies look to team selling. Team selling needs team incentives to work
RPA allows you to transform your operations by automating routine work. There are 5 key success factors to understand before you begin.
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Design Our client asked us to look at their design process. We recommended many changes that improved speed-to-market and reduced re-work, including bringing customers and the manufacturing department into design earlier and more frequently.
Lean Overhaul Our client asked us to look at corporate processes. We streamlined core processes by leveraging technology and LEAN principles, lowering both cost and cycle time by 50%.
Capacity optimization Our client was a service retailer that wanted to grow its volume in a main product category. By re-organizing the operating model to deliver that service, we doubled available capacity of their existing resources.