Uniting the Religions of Process Improvement

Harvard Business Review

People who have earned these belts drive projects with clear financial targets set at the top organization, with progress monitored by the CFO. In addition to laying out an approach for making one-time improvements, Reengineering's high priest (the late Michael Hammer) had advice for organizations wanting to sustain improvement. What's more, the company helped develop Hammer's PEMM concept and is now training Lean managers.

Where Have All the Process Owners Gone?

Harvard Business Review

Process gurus such as Michael Hammer , Jim Champy , Geary Rummler , and Alan Brache have long maintained that companies must appoint process owners to ensure that processes are improved across functions. The wishes of a functional head such as CFO, CMO, or company President won out over a Process Owner of Order-to-Cash. Brad Power ( bradfordpower@gmail.com ) is a consultant and researcher in process innovation.