Management 2.0: Discovery of Integrated Enterprise Excellence
How well will current management practices work in the future? In these challenging times, this can be a survival question – for both an individual and his/her organization. Managerial approaches that worked previously may not be adequate for providing future organizational success.
To not only get through these difficult times but also flourish, organizations need to do things differently, and better, down the road. But what management approach is the best to pursue, and what could someone do to stimulate change? This book answers this question.
In this book, Jorge and his golfing MBA buddies discover a no-nonsense next-generation business management system that minimizes the risk of organizations’ doing bad things. As well, the described methodology provides direction for establishments to move toward the achievement of the 3Rs of business; that is, everyone doing the Right things and doing them Right at the Right time.
This novel describes an enhanced organizational governance system called Integrated Enterprise Excellence (IEE). The IEE system offers much flexibility, including a means for effectively managing an organization remotely. Described is how Jorge implemented IEE in his Harris Hospital, and how his golfing MBA friends applied and also benefited from the methodology in their manufacturing and transactional organizations.
IEE provides a comprehensive 9-step system that CEOs, Presidents, General Managers, executives, managers, leaders, practitioners, and others can use to resolve elephant-in-the-room management issues such as:
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- Business goals not being met.
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- Scorecards leading to harmful, if not destructive, behaviors.
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- Persistent day-to-day firefighting problems.
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- Business strategies that are very generic and/or difficult to translate to organizational work environments.
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- Lean events and other improvement projects that can consume many resources but often do not offer a quantifiable benefit to the business as a whole.
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- Lean Six Sigma process improvement deployments that have improvement projects, which are either not completed in a timely fashion or make substantial financial claims that are questionable.
In the book’s storyline:
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- Janice Davis, CEO of Harris Hospital, saw many benefits from the IEE system in her organization. She liked how IEE structurally integrates predictive scorecards with the processes that created them. Janice also liked how IEE provided analytically-determined direction for undertaking process improvement efforts, which would improve organizational predictive-reported performance metrics that benefit the organization’s overall financials.
- Everyone at Harris Hospital could not believe the benefits of IEE’s no-charge Enterprise Performance Reporting System (EPRS) metrics software. This software provides predictive performance reporting that offers more insight into what is truly happening within a process than does a table of numbers or a red-yellow-green scorecard report.