Business Process Optimization
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Services of other enterprises
Description
We get brilliant results consistently from average people managing brilliant processes. We observe that our competitors often get average (or worse) results from brilliant people managing broken processes"Eiji Toyoda of Toyota Motors
With continuously changing business trends, there is a lot of pressure on the organisation to accommodate newer tasks, often leading to sub-optimal processes. While most businesses group work together in functional silos, the definition of value is often skewed by each silo. While each silo attempts to optimise its own operations, it does not have full visibility how that impacts the value stream and affects the end customer.
Tasks inevitably "fall between the cracks" at interfaces between the functional silos, as today's business processes span across multiple functions. Tremendous resources are wasted by "picking up the dropped baton" and "getting the process back on track". Failing to optimise the overall process leads to value erosion in the value stream, ultimately the end customer receives lesser value.
With continuously changing business trends, there is a lot of pressure on the organisation to accommodate newer tasks, often leading to sub-optimal processes. While most businesses group work together in functional silos, the definition of value is often skewed by each silo. While each silo attempts to optimise its own operations, it does not have full visibility how that impacts the value stream and affects the end customer.
Tasks inevitably "fall between the cracks" at interfaces between the functional silos, as today's business processes span across multiple functions. Tremendous resources are wasted by "picking up the dropped baton" and "getting the process back on track". Failing to optimise the overall process leads to value erosion in the value stream, ultimately the end customer receives lesser value.
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Business Process Optimization
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