NOW BOND-DON-RAJ TALKS

Most CEOs who specialize in turning around struggling companies focus on costs. But for Fred Hassan, chairman and CEO of Schering-Plough, the primary focus in a turnaround is the top line. Since 2003, when Hassan took the helm at the global pharmaceutical company, he has overseen a remarkable recovery in performance. And consistent with his philosophy, the turnaround started with sales. Considering sales reps as less than crucial to strategy, Hassan cautions, is a big mistake. At Schering-Plough, he has concentrated on motivating and organizing salespeople to create trusting relationships with doctors. "You have to differentiate the salesperson in the customer's mind--just like you differentiate brands," he explains. A doctor may see 60 pharmaceutical reps on a regular basis but actually trust far fewer. To earn a spot in this inner circle, Schering-Plough reps try to turn each customer encounter into an occasion to help doctors provide better care for their patients. Schering-Plough also restructured its sales forces so that reps carry not just one kind of product, as they do in most pharmaceutical companies, but several. Covering a broad range of treatments gives reps more ways to build value-adding relationships with doctors. In this interview, Hassan discusses his success at Schering-Plough and his experiences at other pharmaceutical companies. During his career, he has built a reputation for being in tune with the front lines, as well as for reaching out to the managers who supervise salespeople. He has found that this level of personal attention not only makes reps feel respected, but also gives him valuable strategic insights.
 
We have to admire salespeople's resilience in the face of endless rejection, their certainty that things will work out in the end. At the same time, we're repelled by what their job can do to them. (Think Death of a Salesman and Glengarry Glen Ross, dramatic portraits of hollowness and moral capitulation.) Just what type of person goes into sales, and how do salespeople cope with their jobs? For insight into these questions, HBR approached G. Clotaire Rapaille, a psychologist, anthropologist, and marketing guru who researches the impact of culture on business and markets. In particular, he studies archetypes--the underlying patterns in psychology that illuminate the human condition--and shows organizations how to use those patterns to sharpen their sales and marketing efforts. He points out, for instance, that a keen understanding of the Great Mother archetype has helped Procter & Gamble achieve great success with Pantene hair products. By promoting nutrition--and reminding consumers that hair must be nurtured--the Pantene brand appeals to the maternal instinct. Rapaille says that salespeople have their own archetype: They are Happy Losers who relish rejection and actually seek out jobs that provide opportunities to be turned down. That, of course, has implications for how they should be managed. Rapaille's research shows that the leading motivator in sales is not money; it's the thrill of the chase. "Hold huge company meetings where you give a salesperson the gold medal of rejection," he advises. "Jonathan sold 500,000 computers last month, but he was rejected 5 million times! It may sound ludicrous, but this is the way to get fire in the belly of your sales force--particularly in America, where beating the odds is highly prized."
 
Despite millions of dollars spent on combating the high turnover rate among insurance agents, the rate--approximately 50% within the first year and 80% within the first three years--had remained steady for the more than 35 years preceding the publication of David Mayer and Herbert M. Greenberg's 1964 article. The authors devoted seven years of research to studying the problem of the ineffectiveness of large numbers of salespeople. They discovered flaws in the established methods of selection and revealed the two basic qualities that any good salesperson must have: empathy and ego drive. Empathy, in this context, is the central ability to feel as other people do to sell them a product or service; a buyer who senses a salesperson's empathy will provide him with valuable feedback, which will in turn facilitate the sale. The authors define the second of the two qualities, ego drive, as the personal desire and need to make the sale--not because of the money to be gained but because the salesperson feels he has to. For sales reps with strong ego drives, every sale is a conquest that dramatically improves their self-perception. In the dynamic relationship between empathy and ego drive, each must work to reinforce the other. Why did the executives that Mayer and Greenberg studied continue to hire salespeople who did not have the ability to perform well? The companies were hindered in the preselection process by flaws in the prevailing forms of aptitude testing. Test takers could easily give answers they knew the test givers wanted to hear, in part because the tests sought to identify particular psychological traits rather than the personality type most capable of selling.
 
People remember the salesman, but rarely is the sales manager recognized in the history books. Still, some old-time sales leadership techniques may hold the key to present-day success.

!!!!!!!!!
 
Think about it. This argument places each person squarely in the world of "I'm the center of my own universe; therefore, if I never heard of it, it must be wrong." Maybe we should all agree that because most of us never actually studied infectious diseases, doctors who recommend hand-washing must be wrong.

No two people have identical job histories. Mine includes being a hiring manager, trainer, and psychometrician. This may be different from someone else's background, but we both share the same problem: separating good applicants from the poor ones. Maybe it's just me, but it seems like a wise person learns something by examining all points of view.
 
There are all kinds of books on how to be a more successful developer and how to create a successful project. I think it would be interesting now to talk about the best way to methodically make a project fail.

Here are some techniques, please volunteer your own:

Create a RigidHolyFramework - One great way I've frequently seen to create a total failure is to develop a rigid framework and force your entire team to use it. It's best if it's a "Holy framework" meaning it cannot be modified and is best if poorly documented.
Create BottleNeckPeople - Another great way I've seen to help make a project fail is to choose people as information repositories intstead of using documentation, or create processes with a high dependancy on one role or person.
Propagate the lie: ToolsWillSaveUs - Pick a tool, make it the hammer and declare that it is the answer to all of your problems. Be sure to buy into fad SilverBullets!
Buy the CostsCanBeFixedLie - Get external consultants to write the "first cut" of the application for a fixed price to a fixed deadline. Your team will then be responsible for adding the functionality the consultants failed to do in the time, as well as refactoring all the short-term compromises they've made. (Since they've used their own proprietary tool, you don't know the difference between a hack and a workaround--and, of course, this makes ProgrammingByCoincidence? pretty inevitable.)
FileServerRepository? - Who needs CVS or anything like that? Just stick all your code up on this fileserver! Or better yet, give it to the BottleNeckPeople so they can manage it and changes via e-mail!
Think of AutomatedTesting as a luxury to be deferred until all current features are delivered. (Building in testability from the start is obviously for wimps - real developers never make mistakes.)
GoDark - Don't encourage communication, send your team members out on assignments that will take several weeks to finish. Don't touch base or talk daily or weekly. Wait until they are 'done' with their work. That way you won't catch any of the misunderstandings or misconceptions until they are written into the code. Instead of catching and correcting communication mistakes daily, you can throw away large portions of code and start over.
AcceptFailure? - in all its myriad forms. The organization picks the features, the people on the team, and, oh, by the way, the impossible due date. These are all set in stone and cannot be changed. But hey, we're super developers. We can do the impossible. We won't even complain. No requirements? No problem. We'll just make some up. No time to do it right? That's okay, we can always do it better. Facilities people won't let us move the furniture around or put flip charts on the wall? That's okay, we don't need to talk to each other any way. – AndyHunt
Propagate BrokenWindows? - Leave broken windows. You can always fix these things when you have time. You know, when you don't have a TightDeadline, and the customer isn't so demanding. When you're not busy. Next, if you fix the broken windows, there are risks what if it breaks your RigidHolyFramework and you have to fix other broken windows? You could have a cascade! Work around the problem and add a few kludges.
Leave LongStandingDeprecations - NEVER delete a function so that the compiler works out old functions for you. Just deprecate! After all, everyone pays attention to deprecation warnings right? Leave those deprecations in for several releases so that everyone comes to ignore the deprecation warnings, then through your lack of unit tests, eventually the functions will break or sortaWork.
Practice UnsustainableDevelopment - always worry only about today and this deadline. Never worry about whether your software, its development, development process and infrastructure is sustainable. The opposite – practicing SustainableDevelopment? is like worrying whether the moves you make today to make your company's stock go higher will put it out of business later. ;-)
IncreaseTheHoursWorked? by your development staff - After all the LawOfDiminishingReturns? does not apply to intellectual labor does it? Software developed at midnight on Saturday by a guy who hasn't seen his family or slept in a week is just as good as that developed by a fresh, well-rested programmer who has had time to think through the problem right?
Have MoreMeetings? - while face-to-face communication is powerful, traditional meetings are generally effective time wasters. If one person is doing the bulk of the talking and there are a bunch of people sitting around the table wishing they were somewhere else (or the voice conference equivalent), you accomplish an increadible amount, right? An effective way to fail dictates many traditional meetings taking at least 1/4 or more of the normal WorkWeek?. An ineffective way to fail is to have the inverse of the traditional meeting: smaller, everyone talking and listening, perhaps one silent person taking notes and facillitating the meeting.
Buy CheaperProgrammers? - instead of looking for the most qualified, etc. etc. Buy the most inexpensive developers.
Use the BigBallOfMudPattern every chance you get. Its the most well-used pattern in software today! (If "worse is better", maybe we should make it even worse to make it even better.)
DocumentNothing? - documentation does not contribute to your meeting today's deadline and is hence a waste of time. Focus only on your deadline (forget tomorrow). Write no JavaDoc? (for instance) or any documentation whatsoever. Just write more code.
Pretend GanttChartsMeanSomething - Aren't Gantt charts pretty? Sure you have to show them to your boss sometimes. A good way to fail is to start believing your own disgusting
 
ISO 9001: 4 Systemic Requirements
4.1
Establish your quality system
Develop your quality management system

Identify the processes that make up your quality system.

Describe your quality management processes.



Implement your quality management system

Use quality system processes.

Manage process performance.


Improve your quality management system

Monitor process performance.

Improve process performance.


4.2
Document your quality system

4.2.1 Develop quality system documents

Develop documents to implement your quality system.

Develop documents that reflect what your organization does.



4.2.2 Prepare quality system manual

Document your procedures.

Describe how your processes interact.

Define the scope of your quality system.


4.2.3 Control quality system documents

Approve documents before you distribute them.

Provide the correct version of documents at points of use.

Review and re-approve documents whenever you update them.

Specify the current revision status of your documents.

Monitor documents that come from external sources.

Prevent the accidental use of obsolete documents.

Preserve the usability of your quality documents.


4.2.4 Maintain quality system records

Use your records to prove that requirements have been met.

Develop a procedure to control your records.

Ensure that your records are useable.
 
Re: cover story of RANBAXY

abstract---Big deal, and Lipitor aside, Ranbaxy has critical issues like cost to address. Since 2002, a planned effort called Project Cruose has got savings of Rs 150 crore out of manufacturing, purchase and other departments. And Cruose III is being rolled out. But with the falling margins, pressures on cost have gone up significantly. So what is Ranbaxy doing about it?

For one, it is paring the cost of raw materials, a large expense head for leading pharma companies. Among other things, it is believed to be increasingly leveraging low-cost destinations like China to source its raw materials from, instead of Europe. Then, there is the cost of generics development. Says Vijay Batra, head (generics, NDDS, and drug development): "We want to make sure that the product is reproduced at the lowest possible cost." Scientists have to work at the cheapest processes of developing a generic.............
 

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IT'S easy to be impressed with the present and forget the lessons of the past. But an occasional look into the rear-view mirror does help in planning the journey ahead. So you might be surprised to find that the economy was growing at a faster rate 10 years ago than it is now. The growth rate clocked in the financial year 1995-96 was a strong 7.3 per cent - on the back of a similar momentum in the previous year (1994-95).
With this blistering growth came all the attendant enthusiasms. Consumer confidence was sky-high. Foreign money poured into the stockmarket. Companies made plans for an investment binge. The happy days rolled on for yet another year. The economy grew at 7.8 per cent in 1996-97. So we had three consecutive years of economic growth in excess of 7 per cent, something unprecedented then. The country seemed to be set to shake the world. Sounds like India in 2005, doesn't it?

The magnificent boom of the mid-1990s, however, ended in a sorry whimper. The economy went into a sharp, five-year downturn. There were a few bright spots - the successes in outsourcing and telecom. But most of the economy suffered during the slowdown. The corporate sector underwent painful chop-and-change restructuring. Banks were left owning mountains of bad debts. Equity prices went nowhere. There were glum faces all around.

The gloom lifted after a wonderful monsoon in 2003. The recovery came in 2003-04 as the economy steamed ahead at a breathless 8.4 per cent, and has continued over the next two years. Once again, the Indian economy has grown at around 7 per cent a year or more for three years at a trot. And once again, consumers are buying furiously; foreigners are pouring money into equities; and companies are putting the finishing touches to their ambitious investment plans. Come to think of it, 2005 resembles 1995 in many ways.
 
Pretty nice work Raj......impressive.......
Bt when we talk abt Indian economy in 1995 & 2005 wt abt da other factors like population, infrastructure, employment, disaster management??? Doesn't these also count to the increase of decrese of GDP????
If yes come come we are in the past again????
 
THANK YOU deya for your kind words......
fine today`s topic---Change projects fail more often from lack of effective change management than any other single reason . Teams that ignore change management cite this as one of the “most important lessons learned” during their project. Teams that use change management techniques have:

Reduced turnover and the loss of valued employee
Accelerated the implementation of the change
Reduced productivity loss and employee resistance
What many teams lack, however, is a solid understanding of what change management is and how to implement change management tactics. The article provides an overview of change management and will guide you to other resources that can help your team manage change effectively.
 
deya said:
Pretty nice work Raj......impressive.......
Bt when we talk abt Indian economy in 1995 & 2005 wt abt da other factors like population, infrastructure, employment, disaster management??? Doesn't these also count to the increase of decrese of GDP????
If yes come come we are in the past again????
Click to expand...


presently yes they all are countable as our strenth is man power not the technolgy so population etc are bound to put impact on the economy directly or indiirectly ..but we are improving on the whole
 
change management prospective in our life

abstract--Now consider the perspective of front-line employees (and in many cases their supervisors and managers within the organization). They generally do not have a day-to-day view of the business issues. Day-to-day operations are their focus. Serving customers, processing orders, getting the job done – these are the primary areas of interest; these tasks combined with the number of personal issues that we all face every day.

When changes are made, many employees lack the broader context or knowledge base of why the change is being made. They also do not share the same accountabilities as managers. They question, therefore, how the change will impact them personally.
 

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How and when do we change our minds

One of the leading psychologists of our times has taken on the single deepest question in the field: How and when do we change our minds? Think about the last time you tried to change someone's mind about something important: a voter's political beliefs, a customer's favorite brand, a spouse's decorating taste. Chances are you weren't successful in shifting that person's beliefs in any way
 
how does the industry heave itself out of doom and gloom? Perhaps it is time to start investing in professionals all over again. Upgrading skills could be another effort that could work. After all, it’s what every professional does constantly. Doctors, lawyers, accountants… all of them have to keep themselves abreast of the latest in international breakthroughs, and offer them to clients. Or else, they will be left behind. It does not annoy us when our favourite heart specialist has dashed off somewhere to attend some seminar on some pathbreaking procedure. We pay willingly when he returns with his newly acquired skills. It’s not very different in advertising. A client feels reassured when he listens to sound insights from a professional. And those are the key words to regain the trust the industry enjoyed: “sound”, “insights” and “professional”. Once these three facets are gleaming with freshly polished vigour, I’m confident that advertising will top the list of “most preferred career choices” once again. And clients will start handing the reins back to the agency’s capable hands.
 
People are up in arms over the Indian government’s decision to block `objectionable’ sites and blogs. And rightfully so. However in doing so, I think many of us are missing the point by miles. To address the issue, you’ve got to define it. My sense is that many have failed to do so. Let me try !
 
what is management!!

Management in simple words is handling and co-ordinating the various processes involved in completing a task.

Now Peter Drucker defines it in a totally different way. He would have used complex words like , Management is all about efficient handling and coordinating various functions like planning, organising, controlling etc etc etc.

But I am no Peter Drucker, hence the simple defination.

Many people think that the story of Peter Drucker is the story of management itself
 
i m wkin with micro manager

You’ve accumulated years of excellent experience. You decide to take a position with a large company. Actually, you are more than qualified for the position, but it seems like a great place to work, and the people you interviewed with are very nice and very professional.



You are told that the department you will be assigned to, if you get the position, is in need of a good (no a great manager) and your future boss is besides herself in how to cure the problems. She says that nothing she has tried works.



So, you are offered the position because of your very impressive background and experience as a manager.



On your first day on the job you meet with your boss. Actually, she has the entire day (no week) already booked for you. Between meetings you meet with her one-on-one where she explains policy, procedures, problems, projects, etc. etc.



You are impressed with her depth of knowledge and believe that a few more session with her and you’ll be able to take over.



After another month there is still no let up and you have trouble finding the time to meet with your people so you can understand their capabilities and what they are working on. This goes on for a few more weeks when you ask her to allow you to “take over”. She says things like “I need to be kept in the loop”, “My job depends on the success of your area”, “You still need to learn a number of things about the company and procedures”, and “I require a significant amount of detail about everything”.



When you hear things like this I suggest you start updating your resume because what you are facing is a work life reporting to a micro-manager. This is the worse management style on the planet.



Here’s something you might try. I told my manager that my leads told me they would do whatever she tells them to do before they would do what I tell them to do. What I was presented with was a huge smile from her. She loves the power and wants to direct everyone and everything.



If you ask people about her outside of the department, they will all tell you that she is disliked and they wonder why she is kept in the position she’s in. My people fear her and call me the “buffer” because they all had to report directly to her while she was trying to fill my position and it was extremely painful for them. I also heard some stories from a person within the company that used to report to her while in my position. He managed to get transferred to another position….he lasted one month.



A micro-manager will make every decision. When you make a decision, you must be prepared to be ridiculed and “beaten up” no matter what you do. Are their decisions always right, or the best? Absolutely not! But, you will have to learn to follow those decisions anyway. I can’t tell you how many projects I can get done in a fraction of the time without her. She causes so much needless work and re-work that it’s actually insane.



I remember a discussion I had with her about working at home. She told me that she worked at home for a few years. She said that she would go to the bathroom at home prior to start working so she would have to go on “company time”. How sick is this?



I was also chewed out for almost 2 hours because I did something her boss wanted me to do immediately when she was taking a vacation day. She stepped way over the line with that one. But, then again, she steps over the line every day.



Yes, I have thought of going to personnel about her, or even her boss, or boss’s boss. However, taking a look at what goes on in the company and the history associated with he, I find this recourse to be worthless and could even make my life worse while I’m looking for a new position.



I suggest that any of you out there that are suffering with a boss like this to look for another position. Get out of there before he/she affects you in detrimental ways….both mentally and/or physically. Please don’t be afraid to make the move. Your life and self esteem with be so much better.
 
BPM and Six Sigma

Business Process Management argues that management by common sense cannot be exemplified as management at all!! Analysis and objective study tends to bring balance to this equation, as well as our business practice and endeavor.



Both BPM and Six Sigma deals with the dynamics of systematic, data-based experience and information, assisting us in our execution and operations, cutting costs and waste, growing our shareholder value and profits, methodically, strategically, coordinated, focused, with dedicated resources and combined effort. Experimentation and scientific study drives these philosophies into the core of our business world, practice and industries, to assist us in our local and global enterprise and pursuits.



Six Sigma is one such business management philosophy, methodology and hands-on practical approach for effecting change, delivering substantial and lasting results over time, leading to more efficiencies, reduced waste and cost. It draws on a proven set of tools and methods, problem-solving principles and tools, combining experience with fact-based analysis, leading to breakthrough performance.



On a macro and micro process-level, in a simultaneous, coordinated effort, we strive and work actively, in a planned and systematical, scientific way in an on-going pursuit to get better, increase and guarantee customer satisfaction, innovate and consistently deliver quality through lean and effective process – this is the noble pursuit of Six Sigma and BPM. It looks to change the status quo, with an eye on enterprise optimization, resource and business process management.



With Six Sigma business management strategy, principles and practice, even business process management, morphs into becoming about more than the mere processes themselves. It takes on a life of its own and in essence, represents business performance excellence management, that is on-going and never ends, it does not settle for less, compromise on quality, and does not merely want to get by and leave success/failure up to random chance per se, but takes an active role in effecting and executing it – and by doing so, excel (and continue to do so and even grow/expand), in the process!



Disciplined, analytical and focused on process and outcome customer voice, input, specifications, critical-to-quality factors and more are impetus, directives, guidelines, checkpoints, end-goals and the ultimate in pursuit is what is stands for and is all about!



Six Sigma as a philosophy purports a simple premise: DOING THE RIGHT, THING(S), RIGHT, THE FIRST TIME and consistently so, reducing uncertainties and variability, minimizing risk , while being focused on being a low-cost operator, reducing waste through prevention, not merely inspecting the way to quality – in essence ‘fixing’ the process(s), not just focusing on the outcome.



In that sense it does suggest a bit of the paradigm shift and counterintuitive requirements of these business management approaches, strategies and methodologies, that will take modern business into the next century, where it is all about not merely surviving, BUT thriving, building collaborative, mutually beneficial value-propositions, that represent a win-win for all parties and stakeholders.



Six Sigma then becomes the measurement and active management channel and utility of business and process risk. Setting stretch goals and benchmarks for excellence through a rigorous, disciplined hypothesis-driven problem solving that reminds somewhat of the scientific method, f act-based and data driven solutions to business and process issues, rather than relying, voting and operate based on guesstimates and opinions! As one Six Sigma guru put it: it is about measuring what we really do, not what we think we do, or think we should be doing. Six Sigma proposes diagnostics for design and improvement of new and existing processes, through the use of basic and advanced tools



Measurement is a fundamental value and belief of Six Sigma. This scientific pursuit and approach to business, is built on defining problems to solve and then solving them, teaching others and reaping the benefits, revisiting and keeping at it, for life! Some experts believe that it is the hardest step in any process and endeavor, to define something or what the problem seems to be, or process issues, in such as way that it can constructively be scientifically scrutinized and studied, (as expressed in metrics, data and statistics).



Bringing clarity and reference, evidence and reliability, facts and data, Six Sigma is both an overall approach to business process management as well as the tool and utility to execute it well. The relationship goes hand-in-glove!



A final word in closing: BPM and Six Sigma help us rise above mediocrity, as we are so often used to the way things are that, it rarely OR never even occurs to us, to think about them or to look for ways to change or improve them! Making the question ‘how we get better’ a new one entirely! This will require bold leadership and commitment from one and all.
 
Business Process Management 101: BPM Defined

Lean enterprise and business process improvement, business optimization, cost cutting TQM, quality, Six Sigma, business reengineering and other such-like initiatives, falls within the cadre of business process management.

It forms the cradle, feeding ground and impetus for making sense of, improving and capitalizing on the intricacies, dynamic elements and events that occur in our planning, conducting, practice and execution of modern business in the new economy and digital age.

It is about objectively, stepping back, diagnosing, base-lining and analyzing, then streamlining and making things more effective, changing for the better, improving, sustaining, and optimizing the processes and desired results! It attempts to objectively study, assess, measure, adapt, refine, sustain and improve business processes, defying the over-reliance on at times pure speculation, past knowledge, intuition or other ‘expert’ opinion or interpretations. It gives business wings and freedom to pursue a higher calling and standard.

Core business processes like budgeting and even capital expenditures, manufacturing, operations and even transactional, administrative processes from part of this coordinated undertaking and endeavor, introducing it into all areas of the business, conquering new frontiers, moving boundaries and bars, pursuing the gold-standard of business practice (OK, or at least get a better handle on things to start with!) Measurement tools, metrics, assessments, diagnostics, performance statistics all become critical inputs for the successful execution of the business enterprise.

At its truest core and in its purest form, BPM is a philosophy and practical method utilized in business practice today, to bring, enable, plan and structure for and into success. A deliberate attempt and approach or business management strategy, taking proactive, co-creative, data-driven, statistical and scientific method, troubleshooting and problem-solving into the business arena, optimizing efficiencies, minimizing waste and the organizations who choose to pursue it, to new heights of performance excellence and positive business results, growing profit and world-class breakthrough!

Business process management is often seen as all organizational activities that deal with optimizing or adapting these processes, as changing situations and business needs dictate. Continuity, process design, execution and monitoring, results over time, with a forward-looking eye always on the future and opportunity, human-driven processes and even workflow systems, relational data and enterprise content management strategies and solutions all find a home under this encompassing umbrella as does a lot of the quality and continuous improvement methodologies businesses choose to pursue.


The Principles of Business Process Management (BPM) and Business Process Improvement (BPI), is well known. Here is a brief synopsis of the premise, rationale, as well as the key elements of the strategy and approach with their implications for business:

• Changing the status quo, by placing your focus in the right places, at the right time, all the time! Outcomes-based and focused, results-driven and oriented, BPI proposes synergizing and optimizing all steps and elements within and through processes, by focusing on the outcome itself and not as much the routine, accepted specific tasks required to get you there and getting rid of ineffciencies.

• Customer-centric, focused and driven in all acitivity and endeavor, regardless.

• Efficient, systems and process above all – not automation for example, for the sake of using technology or getting on the band wagon of another ‘fad’ or initiative.

• The value of frequent benchmarking and measuring, ,taking the pulse, testing the waters, direction and health of your business. Gold-standards and points of reference that are quantifiable, attainable, and realistic are at the order of the day.

• Roles and responsibilities, ownership and accountability for processes and outcomes.

• Process controls and regular progress checks built in, planned, executed well and responded to, including halting the process if it gets of track or it looks like failure is imminent.

• Pursuit of deliberate planning, process-standardization and commonalities and having no mere ad hoc approach to business processes anymore – it simply is NOT accepted practice, considered good enough any more to thrive, saving money and effort as a new economy business!

• Immediate and consistently impelementing as well as executing with success over time, sustaining the efforts

• Utility and purpose of accurate metrics and measurements and implementing action based on them.

A final word in closing: In our customer-driven and empowered economy, these approaches, strategies and tools, provides us the context and means whereby we can enable enterprise capabilities and capacities, to unfold into and through business processes across applications and organizational boundaries – pro-active, co-creative and dynamically-organic way, while doing so in planned and disciplined, data-driven, monitoring and objective fashion. Which inevitably leads to us proposing to an extent, yet another refined or even new persepctive on things!
 
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