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As interest in big data and analytics grew, this company (now mid-sized) started to grow dramatically. They were hiring 10% more people a quarter, sales were strong, and the company was planning to go public. But product releases were erratic—sometimes every three months, other times only once a year. Then the CEO started to run […] 
Guest Blog By Mary Grace Gardner, Director of Strategy and Performance Improvement in the San Francisco Bay Area. What do the following three things have in common: dropping a ping pong ball either into a bucket that says ‘yes’ or ‘no’ at the end of day, checking whether wearing a bright yellow sash during medication […] 
Guest Blog By Mary Grace Gardner, Director of Strategy and Performance Improvement in the San Francisco Bay Area. What do the following three things have in common: dropping a ping pong ball either into a bucket that says ‘yes’ or ‘no’ at the end of day, checking whether wearing a bright yellow sash during medication […] 
This mid-sized B2C has a strong CEO with clear values. The number one value is that whatever the company does must benefit the customer. The CEO defines the vision and strategy and he and the execs turn the strategies into projects. They know there are only a small number of projects they can work on. […] 
In the U.S. culture (and many other cultures), we do process improvement through projects; we introduce new products (cars, technology, pharmaceuticals) through projects. Daily management – or making improvements every day and monitoring data every day for triggers is not our normal way of operating in the BPM space. In a culture of cowboys and […] |
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