“Shelley worked with a cross-functional team and designed a client team approach with enabled us to integrate client strategies from multiple perspectives. Already we have seen results in the marketplace: one customer said that the team approach was critical and instrumental in their decision to sign an ongoing contract. Another prospect said that the strategic team approach was a differentiator in the market place which set the company apart from its larger competitors.”

Dale Brown
Senior Vice President, Sales and Marketing
MedImpact

 

Publications

Process Improvement and Lean Office

Articles

Why Improvements Evaporate: How to Take 3 Steps Forward Without 2 Steps Back

Profitability or Stagnation? Efficiencies or Deficiencies? It’s Your Choice.

Which is Best for Us?  Top Down, Bottoms Up or Middle Out?

Why Process Sounds Stupid

Standardization or Flexibility – Partners or Enemies?

Leaning Your Organization: Does that Mean Cutting Jobs?

Measures for Meaning: The Art, Science, and Politics of Measures

Redesigning the Campus Research Subaward Process, by Shelley Sprandel, UC Berkeley

Turning the Process Map into a Visual Analysis Map

The Secret Weapons that Lean provides for BPM

Three Secrets to Engaging Business and IT in Business Process Management

Getting the Results You Want from Your Business Processes: Use these Rules for Rapid Results

Five Sigma: Process Improvement for the Less Compulsive

Case studies

When it’s Time to Scale to Meet Market Demand

Getting the Product to Market Faster while Still Meeting FDA Regulations

Providing What Clients Want:  Both Personal and Efficient Customer Service

 

Strategic Planning & Initiatives

Articles

Strategic Planning: Unifying a Community of Many Opinions

The Nine Most Common Ways Initiatives Get Stuck in Organizations

Case Studies

How to Align and Energize Different Community Groups Around One Goal

How to Get Employees Ready for Change Impacting External Customers

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