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Index
Cover
Half title
Title
Copyright
Contents
Acknowledgments
Introduction
Chapter 1: The Need for a New Definition
The Beginnings of Operational Excellence
Redefining Operational Excellence
Would You Know Operational Excellence If You Tripped Over It?
Organizations That Exemplify Operational Excellence
Why Operational Excellence Is Important to Any Organization
Redefining How We Operate
Chapter 2: Making Operational Excellence Happen
The Core Components of Operational Excellence
Evolving Toward Operational Excellence
The Four Phases of Operational Excellence
Creating Gates: Protecting Your Gains
Four Types of Organizations
Redefining the Way We Measure Success
Chapter 3: Attracting and Retaining Top Talent: Don’t Settle for Second Best
The Key Principles of Leadership
The Four Attributes of a Great Leader
Attracting the Best People
A Strategy for Talent Management
Breathe Life into Your Organization by Letting People Go
Is Your Turnover Rate Too High?
Chapter 4: The Innovation Equation: The Importance of Collaboration
How to Foster Innovation
The Cycle of Innovation
A Culture of Innovation: The Interaction of Empowerment and Skill
How to Become an Innovation Master
Accelerating the Adoption of Innovation
Chapter 5: Aligning Strategy and Tactics to Enhance Performance
Without Execution, There Is No Strategy
How to Achieve Execution Excellence
The Difference Between Responsibility and Accountability
Gaining a Tactical Advantage: Finding Performance Boosts Where You Wouldn’t Normally Look
Performance Boosts: The Do-It-Yourself Version
A Final Word on Strategy Execution
Chapter 6: Acquiring and Keeping the Customers You Want
Why Current Customers Are Your Best Opportunity for Growth
Stratifying Your Customers
How to Turn Customers into Great Referral Sources
Other Strategies to Strengthen Customer Loyalty and Engagement
The Five Myths of Customer Engagement
Chapter 7: Optimizing Speed Maximizes Profitability
Determining Optimal Enterprise Velocity and Responsible Speed
Slow Down to Improve Results
How Speed Impacts Profitability
The Speed–Profitability Correlation and the Four Components of Operational Excellence
The Myth of the First-Mover Advantage
Knowing When to Speed Up and When to Slow Down
Implementing a Culture of Speed Optimization
Chapter 8: Centers of Excellence: Not So Much
Why Centers of Excellence Aren’t Always Excellent
Why Create a Centralized Department?
The Benefits of a Centralized Department
Centrally Led, Locally Executed
Ignore the Center and Focus on Excellence
Chapter 9: Industry Perspectives
Retail
Services
Health Care
Technology
Manufacturing
Chapter 10: Getting Technology Out of Your Way
Fix the Process, Then Implement the Technology
Technology and Change Management
Using Technology to Enhance Operational Excellence
Operational Excellence and Automation
Chapter 11: A Bright Future with Operational Excellence
The Operational Excellence Crystal Ball
You’ve Achieved Operational Excellence—Now What?
Appendix: Are You on the Path to Operational Excellence?
Index
About the Author
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