 |
Harnessing
Process™
<<Back
Operations
The key to operational excellence is translating
the objectives and goals outlined in an organization’s strategic plan
and organization-wide budget into action-oriented operating
plans, budgets, milestones and deliverables at the department
or group levels. Organizations that have effective operations
are typified by clearly defined lines of authority, roles,
and responsibilities and decision-making that has a bias toward
action and producing practical results. In many ways, operational
excellence is about getting leaders, managers, and staff members
aligned (on the same page) because processes don’t do
work, people do. The Breckenridge Institute has expertise in
seven areas of operations:
- Research and Development
- Alignment of Policies with Strategy
and Culture
- Marketing and Sales
- Program and Project Management
|
- Business Process Improvement
- Managing Overhead Costs
- Service Operations
|
When an organization is operating effectively, its business
and work processes are mapped-out so that their inputs, transformation
steps, and outputs are clearly defined and their performance
is regularly analyzed. High-performing organizations optimize
their human, financial, and physical assets by eliminating
or redesigning outdated or unnecessary steps and improving
the performance of business and work processes. The ultimate
goal is to deliver products and services to customers in ways
that meet or exceed their requirements and demands.
The key component to achieving operational excellence is to raise ineffective
operations back into organizational consciousness, reconfigure them
for more effective performance, and then migrate them
back to automatic operations that produce the desired results.
This is what it means for leaders and managers to harness the
invisible power of culture.
<<Back
Personality in Context™
|
|
