Deming Institute

APRIL 25, 2016

Quoting Shewhart, Berwick said: When you inspect you are conceding the to the system. What we want to do is improve the system to reduce the instance of poor results, not to inspect our unreliable process to remove bad results. You need to improve the system to avoid producing poor results. Edwards Deming ). Until 6 AM.

Deming 28

Deming System Senge Seminar 28

Strategy Driven

DECEMBER 18, 2015

As a reaction to industrial reforms and the strength of unions, a Hard Nosed style of leadership was prominent from 1910-1939, management’s attempt to take stronger hands, recapture some of the Captain of Industry style and build solidity into an economy plagued by the Depression. In this era, business started embracing formal planning.

Hostile Takeover 50

Hostile Takeover Management by Objectives Objective Scientific Management 50

Strategy Driven

DECEMBER 15, 2010

Optimization involves designing a system or process to be as good as possible in some defined sense. He has co-authored numerous papers including: What’s New in Optimization with SAS/OR, Exploring System Performance with SAS Simulation Studio, and Five Steps to Resource Optimization. In each case the answer is it depends.

Resources 50

Resources Process Constraint Objective 50

Harvard Business Review

OCTOBER 10, 2017

In Precision’s case, good tactical performance required developing rules, checklists, and standard operating procedures and then following them closely. A great salesperson will operate much more efficiently with a defined process for reaching out to prospects. We made a number of operational changes to the call center.

Organization 11

Organization Tactics Call Center Metrics 11

Harvard Business Review

JULY 17, 2012

We know of one retail bank that gave their call center representatives the edict to "delight" customers and permission to waive up to $150 in fees for any customer without seeking any additional authorization. Jim Bush, who leads American Express service operations globally, set up a similar system. The result?

Customer Loyalty 15

Customer Loyalty Loyalty Banking Call Center 15

Harvard Business Review

JULY 17, 2012

We know of one retail bank that gave their call center representatives the edict to "delight" customers and permission to waive up to $150 in fees for any customer without seeking any additional authorization. Jim Bush, who leads American Express service operations globally, set up a similar system. The result?

Customer Loyalty 11

Customer Loyalty Loyalty Banking Call Center 11

Harvard Business Review

DECEMBER 25, 2013

Bush took over American Express’s far-flung service operations in 2005. He was suddenly responsible for many thousands of call-center employees. Leaders kept a tight rein on costs, with goals for reducing average call time, improving customer satisfaction levels, and driving more service volume to the Web.

Call Center 8

Call Center Attrition Cost Center Learning-by-Doing 8

Harvard Business Review

DECEMBER 6, 2012

will require aligned goals and supporting systems to manage work between partners. To keep such a multiparty system from degenerating into chaos, virtual process teams must have aligned goals and support systems. One success story occurred when a front-line associate in a call center posted online she didn't like a new process.

Process 8

Process Examples Strategy Six Sigma 8

Harvard Business Review

MARCH 17, 2016

Beyond traditional hierarchies and contracts, networks and social and external collaborations will make leadership more horizontal, shared, and collective. This quadrant might include work where employees are colocated and the operations and workers are easily accessible through physical connections. All-inclusive global talent market.

Human Resources 8

Human Resources Technology Globalization Trends 8

Harvard Business Review

AUGUST 15, 2016

.” That’s when Callahan’s team took an unusual step: The team created and linked an employee feedback system to its customer feedback system, in order to flag interactions where customers and employees had different perceptions. Insight Center. Companies rarely connect the two systems.

Survey 8

Survey Retail System Automotive 8

Harvard Business Review

APRIL 20, 2017

For example, RPA will seldom replace the entire “job” of a call center representative. While the human “co-pilot” no longer does the work of routine navigation and piloting, they still do things like observing the driverless operation, and stepping in to assist with unusual or dangerous situations.

Supply Chain 9

Supply Chain Outsourcing Call Center Organization 9

Harvard Business Review

MAY 5, 2016

” That clean-sheet perspective emboldened Intel’s leadership to abandon memory and focus on microprocessors. Preemptive self-disruption is becoming a new normal for the serious leadership. This clean-sheet customer experience prioritization over more traditional call center KPIs had a huge effect.

Levitt 8

Levitt Disaggregation Kaizen Call Center 8

Harvard Business Review

AUGUST 5, 2014

To have the influence to help set business strategy for the company, CMOs need to translate customer insights into terms meaningful to senior leadership. Talk about how complex marketing has become is very much in vogue, but there’s much less discussion about the operational (and diplomatic) muscle CMOs need in order to get things done.

P&L 9

P&L Banking Marketing Call Center 9

Harvard Business Review

AUGUST 28, 2017

And AI success stories are becoming more numerous and diverse, from Amazon reaping operational efficiencies using its AI-powered Kiva warehouse robots, to GE keeping its industrial equipment running by leveraging AI for predictive maintenance. Without support from leadership, your AI transformation might not succeed.

Survey 10

Survey Execution First-mover Advantage Technology 10

Harvard Business Review

JUNE 20, 2014

We are always on the agenda of the executive team and are a significant part of the leadership meetings,” says Bert van Meurs, CMO of Philips Healthcare Imaging Systems. That process incorporates operations, customer service, R&D, clinical specialists, sales, supply chain operators, and service teams.

CEO 8

CEO Marketing Hotels Long-term 8

Harvard Business Review

JANUARY 8, 2015

As the CEO of a British bank confided at last year’s World Economic Forum, “We all know it’s important to be empathic, but how do I galvanize 48,000 people in my UK operations — most of whom think that empathy is for wimps?” Enlightened leadership can create a more empathic culture.

Emotional Intelligence 8

Emotional Intelligence Media Sample Banking 8

Harvard Business Review

MAY 8, 2017

Today AWS accounts for just 10% of Amazon’s $150 billion in revenue, but generates close to $1 billion in quarterly operating profit. For new growth areas that now make up 47% of sales, it moved into industrial solutions and digital services, creating systems such as internet-connected elevators. Microsoft is a case in point.

Franchising 14

Franchising CEO Business Model Strategy 14

Harvard Business Review

OCTOBER 26, 2016

Instead she was ramping up mobile-banking operations—which competitors were also doing—and looking to experiment with something more innovative: partnerships with supermarkets and electronics stores that would allow FDM to set up kiosks within them. Will we all be working out of call centers or supermarket kiosks next year?

Case Study 8

Case Study CEO Banking Agility 8