Pilot error: Are you setting your organization on a crash course?
✍ Scribed by Kane, Michael E.
- Publisher
- John Wiley and Sons
- Year
- 1998
- Weight
- 759 KB
- Volume
- 17
- Category
- Article
- ISSN
- 0277-8556
No coin nor oath required. For personal study only.
✦ Synopsis
Most companies have undergone and survived a major management initiative over the past decade, only to be swamped by another fad that demands they rush full speed in the opposite direction. Although their intent is to improve business performance through quality, productivity, and service enhancements, the vast majority of management initiatives never attain their goals. The reasons for failure have little to do with top management strategy or with the effort expended among the rank and file. Businesses struggle in attaining desired results because they do not deploy the strategy of top management through the rank and file of the organization. This article describes the shortcomings of the traditional methods employed by companies to attack their day-to-day operating problems, and suggests a more progressive means of attaining competitive gains in productivity and quality. * * * A member of Price Watehouse's management consulting group in Philadelphia, Michael E. Kane, M.B.A., has worked with businesses in the aerospace and defense, aluminum processing, medical diagnostics, micrographic service, transportation equipment and precious metal industries to enhance strategic planning, productivity, qualrty, and service processes. He i s the author of The Leodenhip Principle (Lionheart Publishing, 1998). NATIONAL PRODUCTlVlM REVIEW / Spring I998 0 I998 John Wiley & Sons. lnc.