This book is a real gem, as it provides a practical, integrated overview of the multiple levels at which work is performed within organizations. The book provides a framework to address what Rummler and Brache call the seven deadly sins of process improvement:
- Process improvements which are not tied to strategic issues of the business
- Process improvement teams not involving the right people, especially top management
- Process improvement teams not established with a clear charter, and held accountable to that charter
- Top management believing that top-down re-engineering is required to achieve significant improvements
- Process designers don't sufficiently consider how the change will affect the people who have to work in the new process
- The organization focuses more on redesign than on implementation
- Teams fail to leave behind a measurement system and other infrastructure necessary for continuous process improvements.
These pitfalls are addressed in the book by providing a framework for execution at the organization, process, and job level.