β Scribed by Ron Kingen; Patrick Wilkerson
No coin nor oath required. For personal study only.
Despite the best of intentions, efforts to improve organizational performance do not always pan out. This article gives examples and shows how, in their pursuit of excellence in an oftenβchallenging environment, even the most respected organizations are tempted to commit one or more of the seven deadly sins of strategic change. They are: forgetting about value for the customer, focusing solely on greater profits or market share, treating improvements as βjust another program,β neglecting to make continual improvement and learning part of the corporate culture, lacking discipline in the pursuit of growth, favoring training over application, and losing constancy of purpose. Being aware of these pitfalls is the first step in avoiding them, so organizational improvement efforts can stay on the right path to success. Β© 2011 Wiley Periodicals, Inc.
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Tom Wasp scrapes a living as a chimney sweep, aided by his young assistant, Ned. While the gap between rich and poor is unmistakable in Victorian London, Tom carves out a happy enough life and has plenty of friends, including Clara, the comely landlady of Dolly's Chop House. So when one of Clara's p
Tom Wasp scrapes a living as a chimney sweep, aided by his young assistant, Ned. While the gap between rich and poor is unmistakable in Victorian London, Tom carves out a happy enough life and has plenty of friends, including Clara, the comely landlady of Dolly's Chop House. So when one of Clara's p