Strategy Driven

NOVEMBER 5, 2013

Non-value added ‘wastes’ are a drain on the productivity of your operations and cost you in schedule, quality, and capital. Greg Gaskey is a StrategyDriven Principal with over twenty years of nuclear plant operations, maintenance, and large-scale program and project management experience. Consider leaving a comment!

Transportation 58

Transportation Tactics Execution Six Sigma 58

Strategy Driven

OCTOBER 22, 2013

Non-value-added ‘wastes’ are a drain on the productivity of your operations and cost you in schedule, quality, and capital. Overproduction , the first of the 8 biggest wastes of Lean Operations, focuses on the unnecessary production of product before the customer demands it. Consider leaving a comment! All rights reserved.

Tactics 58

Tactics Execution Six Sigma Operations 58

Strategy Driven

NOVEMBER 19, 2013

Non-value added ‘wastes’ are a drain on the productivity of your operations and cost you in schedule, quality, and capital. Costing the organization in excess material costs, holding costs, and potentially obsolescence costs, this waste can cost the organization upwards of millions of dollars in annual operations funds.

Tactics 63

Tactics Execution Six Sigma Operations 63

Strategy Driven

DECEMBER 11, 2013

StrategyDriven Enterprises LLC and Xen Wireless form StrategyDriven Analytics to provide utility industry executives and managers with asset management program benchmarking data supporting operational and investment decisions and fleet and individual plant performance assessments. Plant Maintenance and Operations. About StrategyDriven.

Wireless 58

Wireless Benchmarking Asset Management Industry 58

Strategy Driven

JULY 31, 2013

.” “An effective safety culture is far more than slogans and posters,” continues Greg Gaskey, StrategyDriven’s Chief Operations Officer. ” Nathan and Greg authored Preventing Catastrophic Industrial Accidents based on their decades of experience managing nuclear and industrial complex operations. .”

White Paper 60

White Paper Industry Risk Management Chief Operating Officer 60

Strategy Driven

OCTOBER 8, 2013

All high-performing organizations continually look for ways to reduce costs and improve operational efficiency. Greg Gaskey is a StrategyDriven Principal with over twenty years of nuclear plant operations, maintenance, and large-scale program and project management experience. To read Greg’s complete biography, click here.

Tactics 50

Tactics Efficiency Six Sigma Execution 50

Strategy Driven

APRIL 16, 2014

Peter Fingar, co-author of Business Process Management : The Third Wave , then asks these measurement corollaries in his 2013 article “How Do Your BPM Metrics Measure Up?”. Relate Articles: Organizational Performance Measures Best Practice 22 – Use a Multidiscipline Team to Develop the Performance Measurement System.

Metrics 51

Metrics Process BPM KPI 51

Strategy Driven

DECEMBER 12, 2013

Contemporary information systems are blind to many of the key drivers of productivity and have consistently failed in their quest to integrate the diverse operations of a company. Concerns for legacy systems and the defense of historical practices must not be allowed to limit the capacity for people to work together effectively.

Productivity 63

Productivity Products Six Sigma Competitive Advantage 63

Skip Prichard

JUNE 3, 2020

When it finally came to my attention, I realized right away that large-scale, controlled experimentation would revolutionize the way all companies operate their businesses and how managers make decisions. The employee was forbidden to work on the project. I had no idea how their use would fuel the rise of today’s online businesses.

Power 95

Power Kahneman Open-book Learning-by-Doing 95

Harvard Business Review

MAY 15, 2014

s Co-operative Bank in June 2013. This shortfall resulted in its parent, Co-operative Group, ceding control of the bank to bondholders, including U.S. The factors contributing to the failure cited in the report are ones that we all too frequently have encountered when we have reviewed challenged or failed projects.

Banking 8

Banking Project Enterprise Architecture CIO 8

Strategy Driven

DECEMBER 5, 2013

Yet, despite the negative connotations, most companies still operate bureaucratically – insisting employees work inside of increasingly complex structures with processes and procedures designed to standardize or control everything. Copyright 2007-2013 by StrategyDriven Enterprises, LLC. Silent Killer #3: Bureaucratic Styles.

Productivity 50

Productivity Products Six Sigma Competitive Advantage 50

Strategy Driven

NOVEMBER 7, 2013

So where Ford incorporated everything into one integrated mega-plant, Ohno designed operations for a network of factories. Ohno’s inventions became the foundation of the quality movement that swept the world starting in the 1970s and ’80s and evolved into what is today known as the Toyota Production System.

Ohno 50

Ohno Productivity Products Six Sigma 50

Harvard Business Review

OCTOBER 17, 2018

Some residency programs across the country are developing career tracks specifically for those interested in management and leadership careers, but these paths are often targeted towards individuals explicitly seeking management positions or healthcare management projects in their training, missing the fact that to be a physician is to lead.

Training 13

Training Leadership Health Care Education 13

Harvard Business Review

MAY 23, 2018

We investigated this topic when we studied how Nokia executives dealt with the company’s severe strategic challenges between 2007 and 2013. Recall that Nokia dominated the mobile and smartphone markets in 2007-2008 when Apple launched the iPhone and Google the Android operating system.

Strategy 8

Strategy Analysis Operations CFO 8

Harvard Business Review

MAY 16, 2017

Create and improve systems to manage staff’s and students’ needs — schedules, records, facilities, personnel, and budgets. Initiate whatever needed to ensure projects’ success. Described by faculty as “the Hope Diamond among the many gems on staff” when received 2016 and 2013 Staff Excellence Awards.

COO 13

COO Chief Operating Officer Transportation Real Estate 13

Harvard Business Review

APRIL 23, 2014

There is a lot at stake here for GE’s operations strategy. In January 2013, Chip Blankenship, CEO of GE Appliances issued a challenge to the newly formed team: “You’re going to change every part the customer sees. In January 2013 the team came out with a “minimum viable product.” and compete successfully.

Ries 10

Ries Waterman Finance Learning-by-Doing 10

Harvard Business Review

DECEMBER 31, 2015

They saw it as an opportunity to completely transform the operation to improve care and the patient experience and to lower costs. To that end, they decided to have a team study how care is delivered, identify the barriers to smooth operations, and fix the barriers. It was fully integrated into emergency room operations at St.

Technology 8

Technology Mayo Health Care Engineering 8

Harvard Business Review

AUGUST 5, 2015

But the development landscape is littered with projects that never got past the pilot stage. When the seed funding from philanthropies or governments runs out, if projects haven’t signed up enough paying users, there’s nothing to fuel growth. As simple as it sounds, development projects need revenue.

Technology 8

Technology Globalization Project System 8

Strategy Driven

JUNE 4, 2013

Organizational performance measurement systems are complex constructs that significantly impact leadership decisions, employee behaviors, and management processes and systems. Acceptance of a new or upgraded performance monitoring system centers on metric and report accuracy. Consequently, they misinterpret reports and metrics.

System 72

System Metrics KPI Document 72

Harvard Business Review

APRIL 21, 2016

Unicorns operate in industries with big, entrenched incumbents, but they’re able to grow quickly by focusing on a good—sometimes big—idea. Smaller competitor Box already is working on other innovations, including a project management app. Both are true to some extent and much has been written in this arena.

IPO 8

IPO Innovation Price Operations 8

Harvard Business Review

OCTOBER 6, 2016

They had a fuller discussion in 2013–2014 — around the time when media reports of the illicit behavior first surfaced. Stumpf testified that he personally became aware in 2013 when, after two years of ineffective solutions within the business unit, the volume of fake accounts was still increasing.

Banking 10

Banking Committee Leadership Ethics 10

Harvard Business Review

OCTOBER 18, 2013

Here’s how Banner Health, one of the nation’s largest health systems, did it. Similar to health systems across the country, during the financial crisis Banner experienced substantial declines in patient volume and reductions in reimbursements amounting to hundreds of millions of dollars.

Cost 8

Cost Health Care Six Sigma Insourcing 8

Harvard Business Review

FEBRUARY 22, 2016

However, in recent years a parallel explosion of digital tools and services has taken place in the manufacturing realm as well, drawing in computer-assisted design and 3D printing equipment to open-source operating systems, the cloud, and the Internet of Things (IoT). Second, a number of important inputs have gotten cheaper.

Entrepreneur 8

Entrepreneur Contract Manufacturing Incubator Venture Capitalist 8

Harvard Business Review

AUGUST 22, 2014

More than 2,500 developers and start-ups have reached out to the IBM Watson Group since the Watson Developers Cloud was launched in November 2013. We can provide the entrepreneurs with access to early adopter customers in the 170 countries in which we operate. So how does it work? First, with multiple business models.

Venture Funding 14

Venture Funding Entrepreneur Agility Business Model 14

Harvard Business Review

JULY 29, 2014

As growth became a competitive imperative, business leaders began seeing the firm as a system of investment rather than a system of production. At the same time, alternative approaches to accessing capital and funding projects proliferated, forcing financial decision-making to become increasingly sophisticated.

CFO 12

CFO Charan Intangible Assets Human Resources 12

Harvard Business Review

MAY 28, 2014

As Quartz reported last year: Members of the Glass operations team have been on the road showing it off to companies and organizations, and they told Quartz that some of the most enthusiastic responses have come from manufacturers, teachers, medical companies, and hospitals. Glass is different. But ultimately Google is Google.

Strategy 10

Strategy Early Adopters Innovation Proposal 10

Harvard Business Review

APRIL 22, 2015

At times, I’ve been critical about the sometimes-loose definition of what GE “counts” as an ecomagination project (making oil sands production a bit cleaner, really?). Sustainability Data Operations' What if, deep down, the move away from GE capital is really about the increasing potential for ecomagination products?

Supply Chain 8

Supply Chain Engineering Energy Transportation 8

Harvard Business Review

DECEMBER 8, 2015

” In order to chart the best way forward, you must understand emerging trends: what they are, what they aren’t, and how they operate. In 2013, technical glitches caused a three-hour stop at the Nasdaq. It’s a way for manufactures to get into your system to fix a problem without interrupting your experience.

Trends 8

Trends Film Technology Software 8

Harvard Business Review

MARCH 11, 2013

They didn't understand how to sell their project internally and were unable to garner senior executive sponsorship. From the customer's standpoint, the cost of the salesperson's solution was prohibitive because the perceived value of the operational benefits did not justify the price. Price versus Value. 800 Pound Gorilla.

Telecommunications 16

Telecommunications CRM Price Long-term 16

Harvard Business Review

OCTOBER 21, 2016

This can disrupt a firm’s ability to operate on schedule and budget. Of the respondents, 72% said that climate change presents risks that could significantly impact their operations, revenue, or expenditures. billion in mining projects since 2010. ” Improving risk management. Fostering innovation.

Supply Chain 8

Supply Chain Price Loyalty Efficiency 8

Harvard Business Review

FEBRUARY 7, 2014

As an organization or project grows, and as its challenges change, it not only needs to recognize new priorities, it needs to delete or deemphasize old ones. Sales doubled in 2013. Until 2013, the rocks were reevaluated every 90 days. The average order size is 1,500 pounds. The average order size is 1,500 pounds.

Venture Capitalist 8

Venture Capitalist Brainstorming Proposal CEO 8

Harvard Business Review

JULY 19, 2016

At the high end of artificial intelligence are systems like cognitive computing that are allowing driverless cars and other machines to develop the capacity to learn from their experiences in the world — by incorporating nuances, remembering outcomes, and adapting to mistakes. First, let’s get our bearings.

Company 8

Company Insurance Call Center Bottom-up 8

Harvard Business Review

JUNE 16, 2016

And our own survey of 795 large companies (average revenue of $22 billion) in North America, Europe, Asia-Pacific, and Latin America found average per-company spending on IoT initiatives — $86 million in 2015 — was projected to grow to $103 million by 2018. Operations in a Connected World. Insight Center.

Productivity 8

Productivity Products Wireless Technology 8

Harvard Business Review

SEPTEMBER 13, 2017

Specifically, our analysis found that the net benefits to ranchers ranged from $18 million to $34 million (12% to 23% of revenues) in net present value projected over 10 years. For slaughterhouses and retailers (Brazilian operations), we also projected positive benefits: $20 million to $120 million (0.01% to 0.1% of revenues).

Supply Chain 8

Supply Chain Net Present Value Retail Cost of Capital 8

Harvard Business Review

MAY 5, 2016

sanctions are delaying these projects being financed. financial system for bank transactions related to Iran. However, oil prices have dropped more than 60% since the interim nuclear deal in November 2013. financial system , this pressure will not ease in the near term. However, remaining U.S. Without access to the U.S.

Tourism 8

Tourism Banking Due Diligence Hotels 8

Harvard Business Review

JANUARY 27, 2014

In his article “ Why Conglomerates Thrive (Outside the U.S.) ” in the December 2013 issue of the Harvard Business Review , J. In our opinion, which of the two is the more successful depends on the context in which the business operates. Quite a respectable performance for a company operating in a fairly mature industry.

Social Capital 8

Social Capital Chemicals Industry Cost 8

Harvard Business Review

JANUARY 6, 2015

.” Specific technical skills are getting increasingly easy to measure, so employers focus instead on assessing whether a candidate understands the context in which the business is operating, will be highly motivated on the job, and will get along with the rest of the team.

Software 8

Software Engineering Incentives CRM 8