Implementing Strategic Change

Tools for Transforming an Organization

Steven H. Hoisington, S. A. Vaneswaran - Collection Management

232 pages, parution le 16/08/2005

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Résumé

The breakthrough change management methodology that combines the best aspects of top performance improvement models

Implementing Strategic Change integrates a number of celebrated and successful corporate performance models into one innovative, unified change management approach. Designed to help you prepare every level of your organization for customer-driven transformation, it describes the tools you need to seamlessly work continuous change into your day-to-day operational and management structure.

Quality and change management veterans Steve Hoisington and S.A. Vaneswaran assess the pros and cons of several popular performance improvement models, isolating the most successful components of each as they demonstrate how to:

Use the Baldrige process for structured organizational assessments/diagnostics
Create a strategy management framework with Balanced Scorecard
Implement and prioritize process improvements with Six Sigma
Track, report, and manage performance progress

Implementing Strategic Change goes beyond isolated initiatives to present a top-to-bottom program for addressing organizational change, and strengthening customer and shareholder value. Pragmatic and application-oriented, it shows you how to examine your organization's financial and non-financial dimensions to reveal its persistent shortcomings, and address those shortcomings using a uniquely effective synthesis of market-proven management tools.

L'auteur - Steven H. Hoisington

Steve Hoisington is senior vice president of organizational effectiveness and quality at Exel. He has also directed quality at IBM and Johnson Controls. Hoisington is a popular speaker on quality and business-related issues and has authored numerous articles in trade journals and magazines. He is the coauthor of Customer-Centered Six Sigma.

L'auteur - S. A. Vaneswaran

S.A. Vaneswaran has more than three decades of experience in Total Quality. He is currently with Lucent Technologies, USA, where his responsibilities include registration and maintenance of TL 9000 and ISO 14000 quality and environmental systems along with driving business excellence processes.

Sommaire

Preface
Acknowledgments
Acronyms
List of Illustrations
Developing a Customer-Focused Culture
Leveraging Strategies for Creating Stakeholder Value
Assessing Organizational Capabilities-The Baldrige Model
Assessing Organizational Capabilities-EFQM and SEI/CMM
Preparing the Organization for Change
Aligning the Organization for Transformation
Planning for Customer-Driven Transformation
Implementing Process Improvement
Reviewing Performance Progress Relative to Plans
Delivering Shareholder Value and Sustaining Performance through Efficient Corporate Governance
Summary
Appendix A: Customer Satisfaction and Market Share-An Emperical Cas Study of IBM's AS/400 Division
Appendix B: Comparison of Other International Models such as ISO 9000, and TL 9000, QS9000 to the Baldrige Model
Index

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Caractéristiques techniques

	PAPIER
Éditeur(s)	Mc Graw Hill
Auteur(s)	Steven H. Hoisington, S. A. Vaneswaran
Collection	Management
Parution	16/08/2005
Nb. de pages	232
Format	15,5 x 24
Couverture	Relié
Poids	525g
Intérieur	Noir et Blanc
EAN13	9780071452267
ISBN13	978-0-07-145226-7