Table of Contents
Reengineering, Value Disciplines and Change Management
Contemporary Organizational Performance
Everything Is Changing
Overview
Requirement #1 - Compelling Case for Action
Requirement #2 - Vision and Blueprint
Change Deals With the "Business System"
Requirement #3 - Process for Managing the Changes
Key Questions Exist for Each Phase
Overview of Major Deliverables
Typical Change Landscape
Frequently Homework Is Needed Before “Launching”
Lessons Learned from Process Mapping
Processes Versus Functions, Jobs and Tasks
Processes: Separating Strategic, Staff and Line
Example: A Steel Company’s Major Processes
Business Processes: Generic Order Management
Analysis of A Process
Typical Process Problems
Principles of Process Overhaul
Process Changes
Technology As A Change Agent
Technology As A Change Agent
Technology Examples
Customer Satisfaction (1990's) = Product Quality + "Moments of Truth"
Customers' Perceptions Of Value Differ Significantly In The Customer Resource Life Cycle
Customer Value Disciplines
Customers' Evolving Notions Of Perceived Value
Customers' Needs - A Value Perception Diagnostic
“Customer Intimates”Perception Of Value Precise Need Satisfaction
“Product Leaders” Perception Of Value New, Unusual and State Of Art Products
“Operational Excellants” Perception Of Value Price, Convenience And Quality
What Customers Value Determines The Value Discipline Alignment With Customers
Some Companies That Are Operationally Excellent
Some Companies That Are Customer Intimate
Some Companies That Are Product Leaders
Each Discipline Offers Different Basis For Competition
Each Value Discipline Requires A Different Emphasis
Each Value Discipline Requires A Different Business System Or Operating Model
Final Thoughts From The Gurus
Appendix: Additional Readings
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