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Business performance

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Business performance

  1. 1. Business Performance – now and tomorrow EPL-Institute Rolf Häsänen & Lars Häsänen 10-06-14
  2. 2. Topics <ul><li>History </li></ul><ul><ul><li>Management fashion </li></ul></ul><ul><li>Business performance overview </li></ul><ul><li>Today & Tomorrow </li></ul><ul><ul><li>MTO and integrated approaches </li></ul></ul>10-06-14
  3. 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. 4. A look at the evolution of Balanced Scorecard 10-06-14 1992 1996 2001
  5. 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. 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
  7. 7. Business Performance – today & tomorrow <ul><li>Today (process integration) </li></ul><ul><li>The current trend is to go from single focus programs to integrated programs. Tools and models evolve </li></ul><ul><li>Tomorrow (process & practice) </li></ul><ul><li>Addresses: </li></ul><ul><ul><li>integration between organization and employees </li></ul></ul><ul><ul><li>sensemaking in the organization </li></ul></ul><ul><ul><li>maturity alignment and selecting the next step </li></ul></ul>10-06-14
  8. 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
  9. 9. Man – Technology – Organization MTO Framework <ul><li>Balanced improvement framework. Strong human aspect. </li></ul>10-06-14
  10. 10. 10-06-14
  11. 11. Technology 10-06-14
  12. 12. Organization 10-06-14
  13. 13. Man 10-06-14
  14. 14. Evolution works for improvement models and tools too 10-06-14
  15. 15. 10-06-14
  16. 16. No silver bullets - The Business Process Reengineering period <ul><li>“ A company must continue to focus on its processes so that they stay attuned to the needs of the changing business environment….A process-centered organization must strive for ongoing process improvement. “ </li></ul><ul><li>- Michael Hammer, Beyond reengineering </li></ul>10-06-14
  17. 17. How to build capability? 10-06-14 Maturity Time ISO 9000:1994 EFQM Excellence Model (EQA) EFQM Achievement Scheme ISO 9004 ISO 9001:2000
  18. 18. 10-06-14
  19. 19. Business performance 10-06-14 Today Tomorrow &

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