Improving performance

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:

  1. Process improvements which are not tied to strategic issues of the business
  2. Process improvement teams not involving the right people, especially top management
  3. Process improvement teams not established with a clear charter, and held accountable to that charter
  4. Top management believing that top-down re-engineering is required to achieve significant improvements
  5. Process designers don't sufficiently consider how the change will affect the people who have to work in the new process
  6. The organization focuses more on redesign than on implementation
  7. 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.

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