White Space Revisited. Creating Value through Process

  • ID: 1244711
  • Book
  • 280 Pages
  • John Wiley and Sons Ltd
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PRAISE FOR White Space Revisited

"I have been working with the original Rummler process methodology for over 10 years. Alan, Geary, and Rick have taken real business experiences and applied their methodology in a way that will give business leaders at the C level an approach to create an organization that will be effective in executing against their business strategies. However, it also gets into enough practical application to give single process owners and practitioners the tools to improve their processes as goals change. This is not a consultant′s view; this is based in real business life. I expect this book to be on my desk and pages dog–eared as I refer to it on a regular basis."
JOYCE E. WELLS
BUSINESS PROCESS PROFESSIONAL, MICROSOFT, CITIGROUP, JP MORGAN CHASE

"White Space Revisited is essential to managers who are trying to make their organizations more process centric, and process practitioners who are trying to figure out how to fit all the various technologies together into a whole. Geary′s vision of the performance system that uses processes to create value is one of the key mana– gerial insights of our time."
PAUL HARMON
FOUNDER AND EXECUTIVE EDITOR, BPTRENDS, AND AUTHOR, BUSINESS PROCESS CHANGE

"White Space Revisited provides a practical, current, and clear depiction on how to link process thinking to business strat– egy and goals. It presents a comprehensive methodology to align business performance with business architecture, meaning processes, information technology, and organization and human performance design. The authors delight us with what I consider a ′textbook′ not only for process, IT, and human resources consultants but for everyone enthusiastic with promoting and designing business changes toward improving performance and competitiveness in their organizations. Even though valuable by itself, I strongly recommend this book to all of you who previously read Improving Performance: How to Manage the White Space on the Organization Chart, by Geary Rummler and Alan Brache.
HOMERO RESÉNDEZ
PROCESSES AND IT DIRECTOR, CEMEX

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List of Figures and Tables ix

Foreword by Paul Harmon xiii

Preface by Geary A. Rummler xvii

Acknowledgments xix

About the Authors xxi

Introduction 1

PART ONE White Space Revisited 5

1 The Silver Anniversary of Process 7

2 Process in a Value Perspective 23

3 The Value Creation Hierarchy 39

4 Developing the Value Creation Architecture of a Business 77

5 Process Management in the Value Creation Context 97

PART TWO Designing or Improving the Value Machine 117

6 A Framework and Methodology for VCS Design 119

7 RPM Project Walk–Through: Align, Analysis, Design 141

8 RPM Project Walk–Through: Commit, Build, Enable, Adopt 177

9 Other RPM Applications 187

10 Designing Improvement Capability 199

PART THREE Implications 209

11 Process and the IT Department 211

12 Summary 229

Afterword 235

List of Acronyms 237

Notes 239

Index 245

About Performance Design Lab 251

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The Authors

GEARY A. RUMMLER (1937 2008) was the founding partner of the Performance Design Lab and of the Rummler–Brache Group, president of the Kepner–Tregoe Group, and cofounder and director of the University of Michigan′s Center for Programmed Learning for Business. He was coauthor of the best–selling Improving Performance and Serious Performance Consulting According to Rummler. He was inducted into the HRD Hall of Fame and received the Distinguished Professional Achievement Award from ISPI, the Enterprise Reengineering Excellence Award, the Distinguished Contribution Award for Workplace Learning and Performance from ASTD, and the Lifetime Achievement Award from the Organization Behavior Management Network.

ALAN J. RAMIAS is a partner with Performance Design Lab with 25 years experience in performance improvement and organization effectiveness. As a member of the team that founded Motorola University, he was the first person to introduce Rummler′s pioneering concepts in process improvement and management to business units within Motorola. He became a partner and managing director of consulting services at the Rummler–Brache Group, and was responsible for selecting, training, and managing RBG′s consultant teams.

RICHARD A. RUMMLER is a partner with Performance Design Lab. He brings more than 15 years of consulting experience with organizations in Asia, Europe, and North America to achieve improvements in organization performance. Rick′s experience includes a wide range of interventions, including process improvement and reengineering, organization redesign, and measurement and management system design. These projects have addressed various business subsystems, such as customer acquisition, manufacturing, product development, and customer service.

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