netrashetty
Netra Shetty
Converse (pronounced /ˈkɒnvərs/) is an American shoe company that has been making shoes since the early 20th century.
3
CEO
Michael Spillane
Asia Manufacturing
SH
Marketing
CG
3
President
Michael Spillane
* Everyone can see and manage their work as part of a whole, interconnected system, not a bunch of parts and pieces.
* People are trusted and treated as responsible, caring, and committed adults — which is how they then behave.
* A collection of small self-contained teams or business units are many times more flexible and responsive at meeting threats and capitalizing on opportunities.
* Ownership, commitment, energy, and passion levels are much higher.
* Everyone focuses on meeting customer/partner — not the internal bureaucracy's — needs.
* People have more control over their work. This replaces the vicious cycle of learned helplessness with a virtuous cycle of hopefulness and leadership.
* Bureaucratic committees become entrepreneurial teams.
* Feedback loops are much clearer, shorter and closer to the customer and markets.
In today's "Nanosecond Nineties", successful organizations are doing what was once considered impossible. They are increasing customer satisfaction, shortening process cycles and response times, reducing costs, and developing innovative new products and services -- all at the same time.
Not long ago, organizations could succeed by excelling at one or two of these areas. But the corporate landscape is now littered with the once mighty victims of this obsolete thinking. Today's winners are capitalizing on the changes and challenges facing all organizations by being better and faster and cheaper and newer then their less nimble competitors.
3
CEO
Michael Spillane
Asia Manufacturing
SH
Marketing
CG
3
President
Michael Spillane
* Everyone can see and manage their work as part of a whole, interconnected system, not a bunch of parts and pieces.
* People are trusted and treated as responsible, caring, and committed adults — which is how they then behave.
* A collection of small self-contained teams or business units are many times more flexible and responsive at meeting threats and capitalizing on opportunities.
* Ownership, commitment, energy, and passion levels are much higher.
* Everyone focuses on meeting customer/partner — not the internal bureaucracy's — needs.
* People have more control over their work. This replaces the vicious cycle of learned helplessness with a virtuous cycle of hopefulness and leadership.
* Bureaucratic committees become entrepreneurial teams.
* Feedback loops are much clearer, shorter and closer to the customer and markets.
In today's "Nanosecond Nineties", successful organizations are doing what was once considered impossible. They are increasing customer satisfaction, shortening process cycles and response times, reducing costs, and developing innovative new products and services -- all at the same time.
Not long ago, organizations could succeed by excelling at one or two of these areas. But the corporate landscape is now littered with the once mighty victims of this obsolete thinking. Today's winners are capitalizing on the changes and challenges facing all organizations by being better and faster and cheaper and newer then their less nimble competitors.
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