Insurers' journeys to build a mastery in the IoT usage
Business performance
1. Business Performance – now and tomorrow EPL-Institute Rolf Häsänen & Lars Häsänen 10-06-14
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3. Management Fashions 10-06-14 Right sizing Flat organizations, virtual organizations Business Process Reengineering (BPR) Pursue Core Competences Internalize Divest or Merge EFQM CMM Lean Manufacturing JIT ERP Value Based Management Outsourcing Focus on customer Balanced Scorecard Knowledge Management Business Intelligence Process orientation Scenario Analysis Change Management ISO9000 Baldridge TQM Six Sigma Quality Circles Process improvement
4. A look at the evolution of Balanced Scorecard 10-06-14 1992 1996 2001
5. Business Performance 10 000m overview 10-06-14 Business Performance Building Capability Renewal Today & Tomorrow -Integrated Performance Management -People Development -IT Enablement Future uncertanties -Innovation -Cooperation -Information
6. 10-06-14 Most of the tools are still needed Right sizing Flat organizations, virtual organizations Business Process Reengineering (BPR) Pursue Core Competences Internalize Divest or Merge EFQM CMM Lean Manufacturing JIT ERP Outsource Focus on customer Balanced Scorecard Knowledge Management Business Intelligence Process orientation Scenario Analysis Change Management ISO9000 Baldridge TQM Six Sigma Quality Circles Reengineering
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8. What does MTO bring to the table. 10-06-14 Tool independent – you can use Six Sigma, BSC or any other methodology Balanced – Addresses three dimensions, minimizes the risk for unwanted side effects occurring. Roadmap for the change – Not only what needs to change, a roadmap of in which order to perform the change based on their maturity. Process & practice – Process view an outside view that is cross functional and longitudinal. Practice view is an inside view that looks laterally
Imagine building a house with only a hammer, or only with a saw.
The 1994 CSC Index "State of Reengineering Report" had the answer: 50% of the companies that participated in the study reported that the most difficult part of reengineering is dealing with fear and anxiety in their organizations; 73% of the companies said that they were using reengineering to eliminate, on average, 21% of the jobs; and, of 99 completed reengineering initiatives, 67% were judged as producing mediocre, marginal, or failed results. ------------------------ Rest of the Hammer quote To accomplish this the company must actively manage its processes. Indeed, we can now see that the heart of managing a business is managing its processes: assuring that they are performing up to their potential, looking for opportunities to make them better, and translating these opportunities into realities.”
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