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Ten Types of Organizational Change

Change Starts Here

In order to improve results, a manufacturer sought to involve more people in developing and implementing creative solutions. Starting Up a New Product or Service. A non-profit organization developed a new way to engage volunteers. Developing Teams. Installing Systems. Adopting a Process Framework.

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How GE Stays Young

Harvard Business Review

Under CEO Jack Welch in the 1980s and 1990s, they adopted operational efficiency approaches (“ Workout ,” “Six Sigma,” and “Lean”) that reinforced their success and that many companies emulated. In 2009, GE’s transportation unit developed a new sodium battery for a hybrid engine for locomotives.

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Avoiding Catastrophic Failures in Process Improvement

Harvard Business Review

The company in our story got so excited by its process blueprints that it forgot to develop a clear financial case. Engage the finance organization. Finance was on board at the company in our story. The system must be reviewed and validated by finance. Tie process changes to clear financial results.

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When Learning at Work Becomes Overwhelming

Harvard Business Review

This technology knowledge is piled on top of existing expertise nurse executives are expected to have about clinical practice, patient experience, finance, safety, employee relations, process improvement, leadership development, and managing interdisciplinary teams. The list goes on and on. Should certain segments be given priority?

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Diet and Exercise Tips from Process Fitness Fanatics

Harvard Business Review

The stories of how they have kept their processes fit are less well known than those of famous process fitness fanatics such as Toyota, with its Toyota Production System (also known as Lean), and GE, with its Six Sigma program. DuPont started with Six Sigma's classic focus on reducing product defects.

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Stop Focusing on Profitability and Go for Growth

Harvard Business Review

So, in real terms, debt financing is essentially free. Accordingly, business leaders sought to improve efficiency by employing Six Sigma, process reengineering, spans and layers, and other tools. In our experience, companies still focus more on cutting costs than on developing and executing new growth strategies.

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