General Information |
Since the publication of In Search of Excellence, in 1982, wave after wave of management formulas for success have been presented to the business world. Year after year, these strategies have been sold by authors and management consulting firms as the latest ideas from thought leaders, each promising to be the next “big thing”. While there is indisputable wisdom in Total Quality Management, Lean Production, Agile Manufacturing, Six Sigma, Business Process Reengineering, Activity Based Costing, the Deming Cycle, Emotional Intelligence, Enterprise Architecture, the Five Disciplines, Just-In-Time, Management-By-Objectives, Results-Based Leadership, Results Oriented Management, Contingency Theory, Theory Of Constraints, Theory X, Theory Y, Value Chain Analysis, Economic-Value-Added, Market-Value-Added, Human-Computer-Interaction, Innovative Aftermarket Systems, Integrated Value Management, Enterprise Resource Planning, High Performance Technology, Total Performance Leadership, and many, many other management blueprints, most companies continue to experience the same old problems; even those that have invested in implementing one or more of these management systems. Several independent surveys suggest that significantly more than 60% of all quality/process improvement projects fail to deliver the promised results. Anyone who has lived through a project to implement one or more of these programs will attest to the difficulty, pain, and dysfunction that is often created by these efforts. Furthermore, the intellectual energy expended in attempting to implement one of these programs diverts attention, energy, and focus from the mission of the company. In many cases, failed implementation attempts have resulted in significant damage to the company. A formula that worked brilliantly in Company A won’t necessarily fit well or at all into Company B, no matter how similar the two organizations appear to be. With different people, different experiential histories, and a different corporate culture, no management system is 100% transferable, and even if it was, it is somebody else’s system, so modifying it becomes problematic. You end up depending on an expert in that particular system to tell you what to do. The solution is to build your own management system. Every company has a management system in place; but it probably evolved without much thought to its design. The SEI provides participants with the tools to design and build their management system incrementally from where they are right now, into one that is coherent, internally consistent and robust, yet flexible enough to take their organization into the future without the fear, uncertainty and doubt that comes with most change efforts. If ever there was a senior executive function, this is it. Clearly, a well designed management system will have elements from some or all of the above mentioned “blueprints for success”. Every building has a blueprint, and all buildings have many of the same elements, yet each is unique in the details. Every well designed management system: · strengthens what’s important and minimizes what’s not; it highlights priorities, · provides a clear, unambiguous roadmap for decision making, · provides a clear, unambiguous process for change, · utilizes the talents of all employees / stakeholders in pursuit of the corporate mission and vision while maintaining and strengthening its core values. We help organizations to take control of their own destiny by tapping the energy, knowledge, skills, and creativity of every stakeholder, and immunize their organizations from the latest business fad. |
Management Systems |
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Extraordinary Educational Experiences |