093 Process Certification

•

0 likes•511 views

This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here: http://flevy.com/browse/business-document/093-process-certification-1200 DESCRIPTION The objectives of this module are to: understand the 5 general categories of peripheral causes of poor quality and to discuss the steps in the Process Certification methodology. This material is suitable for independent study or formal classroom training and includes an exercise and quiz questions.

Business

© 2006 Textron Inc. 1
Process Certification

4
Management / Supervision
Inadequacies
Instilling fear No operator certification
Stifling ideas Multi-skilling not encouraged
Not encouraging error removal COPQ not measured
Dictatorial leadership style Metrics not tracked
No cross functional teams Little results from feedback
High employee turnover No quality alarm systems
High absenteeism Little action on gathered data
No profit sharing No employee authority
Little or no training Excess paperwork
Little or no mistake proofing Quantity valued over quality
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/093-process-certification-1200

7
•Good manufacturing practices are well know:
•Lean
•Quality Circles
•Kaizens
•These should be used to determine if:
•Small lots sizes are used
•Waste is made visible and then eliminated
•All activities are valuable to the paying customer
Poor Manufacturing Practices
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/093-process-certification-1200

10
Environment Neglect
Lack of: Temperature control Lack of: Electrostatic discharge
protection
Humidity control Electromagnetic
compatibility protection
Water purity Smoking areas
Air purity Vent control
Dust control Adequate lighting
Chemicals controls
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/093-process-certification-1200

13
•Contrary to many managers, employees are not the
problem
•Deming & Juran repeatedly stated that 85% of all
quality problems are the responsibility of management
•The largest problem with employees is discipline and
the tendency to “adjust” control settings
Employee’s
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/093-process-certification-1200

Tools
None
16
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/093-process-certification-1200

1
Flevy (www.flevy.com) is the marketplace
for premium documents. These
documents can range from Business
Frameworks to Financial Models to
PowerPoint Templates.
Flevy was founded under the principle that
companies waste a lot of time and money
recreating the same foundational business
documents. Our vision is for Flevy to
become a comprehensive knowledge base
of business documents. All organizations,
from startups to large enterprises, can use
Flevy— whether it's to jumpstart projects, to
find reference or comparison materials, or
just to learn.
Contact Us
Please contact us with any questions you may have
about our company.
• General Inquiries
support@flevy.com
• Media/PR
press@flevy.com
• Billing
billing@flevy.com

More from Flevy.com Best Practices

Fortune 500 companies and other leading organizations frequently seek the expertise of global consulting firms, such as McKinsey, BCG, Bain, Deloitte, and Accenture, as well as specialized boutique firms. These firms are valued for their ability to dissect complex business scenarios, offering strategic recommendations that are informed by a vast repository of consulting frameworks, subject matter expertise, benchmark data, best practices, and rich insights gleaned from a history of diverse client engagements. The case studies presented in this book are a distillation of such professional wisdom and experience. Each case study delves into the specific challenges and competitive situations faced by a variety of organizations across different industries. The analyses are crafted from the viewpoint of consulting teams as they navigate the unique set of questions, uncertainties, strengths, weaknesses, and dynamic conditions particular to each organization. What you can gain from this whitepaper: Real-World Challenges, Practical Strategies: Each case study presents real-world business challenges and the strategic maneuvers used to navigate them successfully. Expert Perspectives: Crafted from the viewpoint of top-tier consultants, you get an insider's look into professional methodologies and decision-making processes. Diverse Industry Insights: Whether it's finance, tech, retail, manufacturing, or healthcare, gain insights into a variety of sectors and understand how top firms tackle critical issues. Enhance Your Strategic Acumen: This collection is designed to sharpen your strategic thinking, providing you with tools and frameworks used by the best in the business. Whether you're at the helm of a corporation or on your path to becoming a consulting expert, "100 Case Studies on Strategy & Transformation" is your essential guide to navigating the complex world of business strategy.

100 Case Studies on Strategy & Transformation.pdf

Flevy.com Best Practices

More Information: https://flevy.com/browse/marketplace/project-management-for-mba-in-french-5722 BENEFITS OF DOCUMENT Project management adapted to the needs of participants in MBA programs Course built on the basis of the project management process: Initiating - Planning - Executing - Controlling - Closing. Course presenting in detail not only the Waterfall approach but also the Agile & Hybrid development approaches. DOCUMENT DESCRIPTION This course is a presentation of over 220 pages specially edited to cover the needs of participants in Master of Business Administration - MBA programs. This course is based on the standard PMBOK edition 6 of the Project Management Institute, it also follows the project management methodology offered by Rita Mulcahy's PMP Exam Prep 10th Edition. This course refers to case studies chosen among those existing in the book Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Author: Harold Kerzner. This course contains exercises as well as a practical case of an open space development project. Below is the table of contents: • Introduction to project management, • Pre-Project, • Project environment, • Project Management Process, • Initiating, • Planning, • Executing, • Controlling, • Closing. • Introduction to Agility, • Role of the Project Manager. Got a question about this presentation? Email us at support@flevy.com.

Project Management for MBA (in French)

Flevy.com Best Practices

More Information: https://flevy.com/browse/flevypro/4-stages-of-disruption-5265 Organizations are constantly trying to innovate and, likewise, all industries will eventually be disrupted, as new products, businesses, and industries emerge. No industry is safe from Disruption. In a 2017 PwC survey of 1,379 CEOs around the world, 60% said their market has already changed or completely reshaped in the past 5 years and over 75% anticipate they would by 2022. This presentation discusses the 4 Stages of Disruption. Research has found Innovation that eventually leads to Disruption follows a 4-stage evolution: 1. Disruption of Incumbent 2. Rapid and Linear Evolution 3. Appealing Convergence 4. Complete Reimagination Understanding this 4-stage model will help us understand what design choices to prioritize and when. At any given time, different products and organizations are likely to be at different stages relative to local â€œend pointâ€ of Innovation. Additional topics discussed include Disruptive vs. Incumbent Dynamics, the Consumer Adoption Curve, Endgame Niche Strategies, among others. This deck also includes slide templates for you to use in your own business presentations. Got a question about the product? Email us at flevypro@flevy.com.

4 Stages of Disruption

Flevy.com Best Practices

More Information: https://flevy.com/browse/flevypro/customer-centric-culture-3831 The use of Internet and other online tools have turned consumers to be more empowered and are now shopping differently. Customers are becoming more demanding and accustomed to getting what they want. With greater access to reviews and online rating, customers are better equipped to switch to new products and services. Consumers now want to buy products and services when, where, and however they like. They expect companies to interact with them seamlessly, in an easy, integrated fashion with very little friction across channels. As customer expectation continue to evolve â€“ accelerated by the amplifying forces of interconnectivity and technology â€“ markets are becoming increasingly fragmented with demand for greater product variety, more price points, and numerous purchasing and distribution channels. Companies should be able to adapt to these increasingly disparate demands quickly and at scale. Staying close to the customer experience across an increasingly diverse customer base changing over time is no longer a matter of choice. It is a business imperative and a matter of corporate survival. The Age of the Customer now calls for companies to be a customer-centric company. Successful ones have discovered that building a customer-centric company depends, first and foremost, on building a Customer-centric Culture. This framework focuses on the building a Customer-centric Culture utilizing the Corporate Culture Framework. The Corporate Culture Framework is anchored on 4 Primary Cultural Attributes and 4 Secondary Cultural Attributes. The 4 primary Cultural Attributes are critical in building a Customer-centric Culture. 1. Collective Focus 2. External Orientation 3. Change and Innovation 4. Shared Beliefs Customer-centric organizations also project 4 secondary Cultural Attributes. 1. Risk and Governance 2. Courage 3. Commitment 4. Inclusion Companies with a Customer-centric Culture can drive superior financial results and a rich source of competitive advantage. This deck also includes slide templates for you to use in your own business presentations. Got a question about the product? Email us at flevypro@flevy.com.

Customer-centric Culture

Flevy.com Best Practices

More Information: https://flevy.com/browse/flevypro/business-transformation-success-factors-5561 Business Transformations have become a necessity in the fast-changing technological and competitive business environment. Transformation is characterized by significant and risk-laden restart of a company, with the objective of accomplishing a profound improvement in performance and changing its future course. Undertaking such arduous effort requires approaching the task in a structured way. Research shows that quite a few of such undertakings are based on anecdotal beliefs instead of being based on empirical data. This presentation provides a detailed overview of the 5 Factors Critical for achieving the desired results from Business Transformation, based on empirical evidence. These 5 factors are: 1. Cost Management 2. Revenue Growth 3. Long-term Strategy and R&D Investment 4. New, External Leadership 5. Holistic Transformation Programs Other topics discussed in the presentation include the rationale for Business Transformation, its effects, phases, and the trends that trigger Business Transformation. The slide deck also includes some slide templates for you to use in your own business presentations.

[Whitepaper] Business Transformation Success Factors

Flevy.com Best Practices

More Information: https://flevy.com/browse/flevypro/employee-engagement-measurement-and-improvement-5321 Employee Engagement has emerged as one of the significant pillars on which the Competitive Advantage, Productivity, and Growth of an organization rests. Measuring Employee Engagement is vital in shaping Employee Engagement Strategies that help propel the organization towards growth. This presentation provides a detailed overview of the Employee Engagement Scorecard, a framework that is quite effective in measuring the existing levels of Employee Engagement and devising strategies based on the individualsâ€™ requirements. The Employee Engagement Scorecard encompasses 5 dimensions or guiding principles: 1. Enhance Employee Satisfaction 2. Promote Employee Identification 3. Enhance Employee Commitment 4. Ensure Employee Loyalty 5. Manage Employee Performance The slide deck also includes some slide templates for you to use in your own business presentations.

[Whitepaper] 5 Dimensions of Employee Engagement Scorecard

Flevy.com Best Practices

More Information: https://flevy.com/browse/flevypro/digital-transformation-workforce-digitization-3969 The approaching Age of Automation, together with the impending penetration of digital technology into the labor force, threatens to destabilize crucial aspects of how employees work by. It undermines the stability companies depend on to be agile. Executives can re-solidify their companies even while making the most of the coming Transformation. There is just a need for executives to adjust their leadership behavior, embrace Digital Workforce Platforms, and deepen their engagement with digitally enabled workers. This framework provides a good understanding of Workforce Digitization, the Workforce Platforms, and its 4 core benefits (listed below). 1. Collaboration 2. Retention 3. Succession Planning 4. Decision Making The use of Workforce Platforms can provide companies greater chance to succeed in making markets for talented workers inside their organizations. This deck also includes slide templates for you to use in your own business presentations.

[Whitepaper] Digital Transformation: Workforce Digitization

Flevy.com Best Practices

More Information: https://flevy.com/browse/flevypro/strategic-human-resources-5310 Today's information-based, knowledge intensive, and service-driven economy has forced organizations to make substantial changes to the way they do business. With talented Human Capital now becoming the key strategic resource, the locus of the battle front has shifted. Managers not only have to fight for product markets and technical expertise but also for the hearts and minds of the most talented people in the market. This presentation discusses the 3 core processes that Human Resources (HR) must adopt to evolve into the strategic HR function that has become the new realm in this age of disruption: 1. Building 2. Linking 3. Bonding Other topics discussed in the slide deck include the changing perspective and responsibility of top management amidst rapid Business and Digital Transformation; and the shifting role of HR from being an auxiliary function to that of a driver. The slide deck also includes some slide templates for you to use in your own business presentations.

[Whitepaper] Strategic Human Resources: Evolution of Competition

Flevy.com Best Practices

More Information: https://flevy.com/browse/flevypro/restructuring-redeployment-assessment-management-5439 More Information: https://flevy.com/browse/flevypro/restructuring-redeployment-assessment-management-5439 Restructuring becomes essential at some stage in the lifecycle of any organization. In order to emerge triumphant through this tumultuous challenge, it is necessary that the focus remains on the challenges impeding the organization, Strategy Development to tackle the challenges, and prioritizing Strategic Initiatives to deliver radical results that lead the organization to Operational Excellence. Redeployment is the most significant phase in the Restructuring process. Within Redeployment, the Assessment phase is critical as the revitalization of the whole organization is dependent on correct Assessments and right placement of employees based on those Assessments. Proper Redeployment Assessment Management is of utmost importance in Restructuring, and it should follow a structured approach, which means managing 5 core areas: Manage Assessment Team Manage Anxiety Level of Candidates Manage Amount of “Deviant Behavior” in the Assessments Manage Level of Duplicity, Wild Guessing, and Other Forms of Distortion Manage Amount of Feedback and Its Timing after the Event Managing 5 core areas ensures smooth implementation of the Redeployment Assessment process, which is a major milestone of the Restructuring project. The Redeployment Assessment process has to be detailed, accurate, and prompt. Due Diligence in documenting the process, verifying particulars, and balance between Rapidity and Accurateness is essential because: Organizational requirement to concentrate on post-restructuring environment is intense. Employees’ urge to swiftly find out about their future is deep-seated. Objections by employee stakeholders, as a consequence of large-scale retrenchment is high. Probability of legal recourse by employees is also distinct. Future Employee Engagement is dependent on fair Assessment and correct placements.

[Whitepaper] 8 Key Steps of Data Integration: Restructuring Redeployment Asse...

Flevy.com Best Practices

More Information: https://flevy.com/browse/flevypro/strategy-classics-value-disciplines-model-5138 According to Treacy and Wiersema, organizations need to make tough strategic choices in order to become market leaders. Market leaders choose to excel in delivering extraordinarily levels of one particular value to their customers. This way they can remain focused and become the absolute best in a certain value proposition. Gaining market and Operational Excellence requires that the company's entire Operating Model be adapted in a way this it is aligned with the chosen Value Discipline. A Value Discipline is a unique value that organizations can deliver to a chosen market. The Value Discipline Principle is in line with Porter's Generic Strategies, where Michael Porter describes how companies gain Competitive Advantage by either focusing on low cost, differentiation, or a niche market. This presentation discusses the Value Disciplines Model and the 3 Value Disciplines organizations must choose from. 1. Operational Excellence 2. Product Leadership 3. Customer Intimacy If your company has not reached yet any of the Value Disciplines, don't wait longer.

[Whitepaper] Strategy Classics: Value Disciplines Model

Flevy.com Best Practices

More Information: https://flevy.com/browse/flevypro/best-practices-in-strategic-planning-2738 For many organizations, this is the time of the year is when Leadership will conduct the annual Strategic Planning process and plan the near-, mid- and long-term strategies. This article breaks the full Strategic Planning and Execution processes into 3 sections: Strategic Planning Strategy Development Strategy Execution For each section, we will highlight important concepts core to the topic, as well as direct you to important resources for further understanding. 1. Strategic Planning Per Wikipedia, we can define Strategic Planning as: Strategic Planning is an organization’s process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. It may also extend to control mechanisms for guiding the implementation of the strategy. Strategic Planning became prominent in corporations during the 1960s and remains an important aspect of strategic management. It is executed by strategic planners or strategists, who involve many parties and research sources in their analysis of the organization and its relationship to the environment in which it competes. Strategic Planning is a crucial process, but often poorly executed, leading to poor translation from Strategy to Execution. In most organizations, executives complain that their Strategic Planning is overly bureaucratic, insufficiently insightful, and doesn’t accommodate today’s rapidly changing, digital markets. To combat these issues, there are a few best practices we should follow: Explore Strategy across 3 time horizons. Encourage productive and stimulating Strategic Dialogue. Engage a broad, decentralized group of stakeholders. Let’s dive a little deeper into each of these best practices. Explore The 3 time horizons we want to explore can be defined as short term (1-year timeframe), medium term (3–5 years timeframe), and long term (5+ years). Each horizon is uniquely considered and has different objectives.

[Whitepaper] The Definitive Guide to Strategic Planning: Here’s What You Need...

Flevy.com Best Practices

[Whitepaper] The Definitive Introduction to Strategy Development and Strategy...

Flevy.com Best Practices

More Information: https://flevy.com/browse/flevypro/theory-of-constraints-1883 The Theory of Constraints (TOC) is a methodology for identifying the most important limiting factor — i.e. constraint — and systematically improving it. It was developed by Dr. Eliyahu Goldratt, introduced in 1984 book, The Goal. TOC differs from traditional management views, in that traditional methods seek to make improvements throughout the organization. They divide the organization into smaller, more manageable pieces. The objective, thus, is to maximize the performance of each part, resulting in global improvement. On the other hand, TOC takes a more focused approach. Instead of improving everywhere, the TOC approach seeks only to improve the few variables (or constraints) that have the largest impact on the organization’s performance. By trying to improve everything everywhere, the risk is that nothing will be improved that really counts. TOC follows the adage “a chain is no stronger than its weakest link.” An interesting phenomenon about chains is that strengthening any link except the weakest one does not improve the strength of the whole chain. Strengthening the weakest link produces an immediate increase in the strength of the whole chain, but only up to the level of the next weakest link. There are 3 types of constraints that exist in an organization: Capacity Constraint. This constraint occurs when a resource which cannot provide timely capacity as demanded by the system. Market Constraint. This is when the amount of customers orders is not sufficient to sustain the required growth of the system. Time Constraint. This occurs when the response time of the system to the requirement of the market is too long to the extent that it jeopardizes the system’s ability to meet its current commitment to its customers as well as the ability of winning new business.

[Whitepaper] The “Theory of Constraints:” What’s Limiting Your Organization?

Flevy.com Best Practices

More Information: https://flevy.com/browse/flevypro/supply-chain-cost-reduction-transportation-5482 Companies looking to improve efficiency and reduce costs can gain significant ground in the Supply Chain Management function by incorporating Lean Management and Six Sigma techniques. Reason this area has gone under the radar is that companies do not consider Supply Chain to be their core competency. Not only Warehousing but Transportation also has almost the same potential in terms of opportunities for Cost Reduction and Process Improvement. The approach to Transportation Costs Reduction, though, is different to that of Supply Chain Cost Reduction in Warehousing. This is in part due to the complexity in Transportation Costs, as the costs come from numerous widely distributed individual operations every year. The approach to Supply Chain Cost Reduction in Transportation encompasses 2 phases: Understand the Baseline Identify and Implement Opportunities

[Whitepaper] Transportation Cost Reduction in Supply Chain Management

Flevy.com Best Practices

More Information: https://flevy.com/browse/flevypro/leadership-competency-model-3661 Leadership has become a usual term often misunderstood by many people even those holding the status of a leader. There is no doubt that everyone can be a leader, but not everyone can be a genius leader. Leadership is far limited to prestige, a high status, or to financial abundance; it is neither about authority nor power. Leadership starts when you go beyond the self to serve and empower others. This article is not for a purpose to redefine leadership with its different aspects, but it is simply about a great example of leadership that mirrors outstanding performance and remarkable human qualities. Dr. Rachid Yazami is an eminent scientist and best known for his research on lithium ion batteries. This technology is used by billions of people worldwide for their cell phones, cameras, tablets, laptops, power tools, and many other devices. Dr. Yazami started his career from scratch to build an empire based on the battery technology. My main interest is not to make a compilation of his achievements and honors, but to tap into his personality traits and characteristics; to discuss the main qualities that enabled him to succeed as a scientist, a researcher, and a leader of his field. My purpose is to understand also the sources of his inspirations and the secret behind his motivations and limitless resilience. His unique path is a textbook of insightful lessons that I aim to summarize and share with you based on a set of interviews with him.

[Whitepaper] A Great Leadership Experience: Dr. Rachid Yazami, Inventor of th...

Flevy.com Best Practices

More Information: https://flevy.com/browse/flevypro/thomas-kilmann-conflict-mode-instrument-tki-3722 A major reason for employees leaving their workplaces is conflict with their bosses. To succeed in today’s fiercely competitive market, organizations need to invest in developing their leadership, such that they further develop their teams by training them on the desired competencies and create a sense of engagement in them. A big challenge for leaders is getting their employees to believe in the organizational vision. No two personalities have the same viewpoints and aspirations, thus conflict is bound to occur between team members while they interact. The Thomas-Kilmann Conflict Mode Instrument (TKI), developed by Dr. Ralph H. Kilmann and Dr. Kenneth W. Thomas, is an easy-to-use, online assessment tool to Conflict Management. Human Resources (HR) and Organizational Design (OD) consultants utilize the TKI tool as a mechanism to initiate discussions on differing topics and facilitate in mediation by learning how conflict-handling modes affect personal, group, and organizational dynamics. Each of us has a predominant conflict style that we use in a particular situation. The Thomas-Kilmann Conflict Mode Instrument provides a basis to measure a person’s behavior in conflict situations, where individuals appear to be unable to get along. The individuals’ behavior in conflict situations encompasses 2 broad dimensions: Assertiveness Cooperativeness These behavior dimensions define 5 predominant conflict handling styles (or modes) that we use while responding to conflict situations: Competing Accommodating Avoiding Collaborating Compromising Got a question about this presentation? Email us at support@flevy.com.

[Whitepaper] Finding It Hard to Manage Conflict at the Workplace? Use the Tho...

Flevy.com Best Practices

More Information: https://flevy.com/browse/flevypro/key-account-management-kam-large-global-accounts-3765 Large accounts make up a significant portion of business for most B2B companies. Therefore, losing an important customer can have detrimental effects on the organization. The significance of key accounts is urging top B2B companies to revisit their key account management approaches. Additionally, the increasing level of sophistication of the purchase process being adopted — such as, centralized procurement, competitive bidding and auctions, and laborious negotiations — by large buyers is a crucial element for B2B companies to consider to win large accounts. Studies have shown that large buyers suggest price, product features, and reliability as the most important factors in their purchasing decisions, even more so than sales and service experience. However, detailed analysis of data into the actual purchasing decisions by buyers reveal that suppliers’ service and support capabilities mean a lot to large purchasers — in fact, almost as equal in importance as price. Large buyers often involve senior team members in procurement, which necessitates the need for inclusion of people possessing high-quality management and sales skills while serving key accounts. With more intensifying sophistication of the procurement process at large businesses in future, the buyers will keep trying to cut costs and gain significant advantage while negotiating with procurement. The suppliers, in turn, can create a win-win situation by providing first-rate key account support and service. Leading suppliers utilize the 4 drivers of growth to develop best-in-class key account management practices and increase their large contract win ratios. These drivers are actually the 4 imperatives that forerunners undertake to fuel their growth: Quantified Value Proposition (QVP) Value-based Selling Coordinated Account Management Negotiation Preparation Got a question about this presentation? Email us at support@flevy.com.

[Whitepaper] Key Account Management: Handling Large Global Accounts the Right...

Flevy.com Best Practices

More Information: https://flevy.com/browse/flevypro/nudge-theory-key-challenges-3895 Changing the behaviors of people is the foremost issue with every transformation initiative. Nudge theory is a novel Change Management model that underscores the importance of understanding the way people think, act, and decide. The model assists in encouraging human imagination and decision making, and transforming negative behaviors and influences on people. The approach helps understand and change human behavior, by analyzing, improving, designing, and offering free choices for people, so that their decisions are more likely to produce helpful outcomes for the others and society in general. Nudge theory helps reform existing (often extremely unhealthy) choices and influences on people. The theory is quite effective in curtailing resistance and conflict resulting from using autocratic ways to change human behavior. The model promotes indirect encouragement and enablement — by designing choices which encourage positive helpful decisions — and avoids direct enforcement. For instance, playing a ‘room-tidying’ game with a child rather than instructing her/him to tidy the room; improving the availability and visibility of litter bins rather than erecting signs with a warning of fines. Organizations are increasingly using behavioral economics to optimize their employee and client behavior and well-being. Nudge units or behavioral science teams are being set up in the public and corporate sectors to influence people to address pressing issues. For instance, to increase customer retention by changing the language of support center staff to motivate customers to consider long-term benefits of a product; or to make employees to follow safety procedures by placing posters of watching eyes to remind them of the criticality of the measure. An effective Nudge initiative necessitates much more than deploying a few experts in heuristics and statistics. The senior leadership should lay out a conducive environment for successful behavioral transformation. This entails assisting the Nudge unit to focus, place it appropriately, create awareness, train and de-bias people, implement effective rewards, and follow high ethical standards. The leadership needs to think about and prepare to tackle 6 key challenges Nudge units face when implementing effective behavioral transformation initiatives: What should be the focus of the Nudge unit? Should the Nudge unit be placed at the headquarters or at the business unit level? Which resources be made part of the Nudge unit? What are the critical success factors to consider for the unit? How to communicate the results and early wins? What should be done to tackle skepticism and resistance to change? Got a question about this presentation? Email us at support@flevy.com.

[Whitepaper] Nudge Theory: An Effective Way to Transform Negative Behaviors

Flevy.com Best Practices

More Information: https://flevy.com/browse/flevypro/business-model-innovation-bmi-scalable-business-models-5182 Scalability is described as possible meaningful changes in magnitude or capacity. In business terms, it’s the capability of a system to enhance productivity upon resource augmentation. Scalability provides an organization the capabilities to develop compelling value propositions — that are hard to imitate by the rivals — and achieve profitable growth even in the wake of external threats, cut-throat competition, stringent laws, or financial downturns. Today’s challenging business ecosystems and economic outlook demand from the enterprises to develop novel and Scalable Business Models that are able to leverage positive returns on investments. To accomplish this, leaders need to identify and eradicate any capacity issues, enhance collaboration with existing partners, build new partnerships, or develop platforms to work with their opponents. Executives should invest in scaling options only when they are sure to boost returns. They have to be quick to exit a business when returns on investment to scale backfire. 5 Patterns of Business Model Scalability Benchmarking a number of successful organizations reveals that their Business Models were flexible enough to sustain internal and external pressures. Business Model Scalability hinges on aligning the strategic partners and Value Propositions to serve the customers. To drive Business Model Innovation (BMI), leading organizations consistently display 5 critical patterns of Business Model Scalability: Operate with multiple distribution channels Eliminate typical capacity limitations Outsource capital investments to partners Allow customers and partners assume multiple roles in the business Create platform models Got a question about this presentation? Email us at support@flevy.com.

[Whitepaper] Business Model Innovation: Creation of Scalable Business Models ...

Flevy.com Best Practices

More Information: https://flevy.com/browse/flevypro/shareholder-value-traps-5239 Changing industry ecosystems and competition today demand from the organizations to undergo strategic shifts. The purpose of a company is undergoing Business Transformation from serving the interest of shareholders to serving all stakeholders that influence the organization. Shareholders are often considered the only stakeholders that invest in a business. Senior management needs to be cognizant of the importance of shareholders as well other stakeholders who create value for the organization. They should work on building a collaborative Organizational Culture and paying heed to the welfare of all those groups that play a role in organizational growth. This warrants a thorough evaluation of all stakeholders, their long-term interests, and Value Creation — or Value Destruction — potential for the organization. But first, this calls for finding answers to the following key questions: Who creates the most value for the organization? Who among the stakeholders typically secure the best deals from the organization? Who is the victim of having the worst deals from the organization? Who among the stakeholders is potentially untrustworthy? Are there any intermediaries or stakeholders fulfilling their personal agendas? Answering these questions is critical for the executives, otherwise they may risk falling into Shareholder Value Traps. Recognizing and understanding stakeholder value traps while the managing stakeholders’ various interests helps executives achieve shared and individual long-term goals. These 5 common traps prevent stakeholders’ interests to get integrated with the interests of the organization and destroy the value of a company if overlooked: Ignoring cash-flow driving stakeholders while distributing cash Miscalculating reaction from stakeholders Supporting under-performing units Conceding to willful vulture capitalists Misjudging intermediaries role in transactions Got a question about this presentation? Email us at support@flevy.com.

[Whitepaper] Shareholder Value Traps: How to Evade Them and Focus on Value Cr...

Flevy.com Best Practices

More from Flevy.com Best Practices (20)