The culture of continuous improvement means to continue to discover that "there is always a better way to improve processes, develop talent, and adopt emerging technology & tools.
In practice, it’s important to identify business from both inside out operation perspective and outside in customer perspective. The breadth and depth of business management improvement include business, process optimization, revenue growth, customer satisfaction, etc, to improve the overall business effectiveness and maturity.
Identify and understand the process pain point: Processes underpin business capabilities; process coherence achieved through standardization and optimization directly impact strategy management success and business performance. If businesses operate dysfunctionally, have certain frictions to change, there are misplaced pieces of problem-solving. Thus, the corporate management needs to identify the process pain point - is it caused by imperfect organizational structural/process design, outdated information feedback system, legacy technologies, or is it caused by the people who lack the updated knowledge or skills to make the process functioning smoothly?
Business leaders should have a process-oriented perspective, seize the opportunity to take a fresh look at the processes, evaluate how process oriented their organizational management approach is, make objective assessment of process design, architecture, and ownership, etc, take structural process management for improving, innovating key business processes. Continuous improvement is a linear process pointed at creating stable processes to increase business efficiency and speed, and expresses a stepwise process toward something "better." Innovation is usually nonlinear. involving non-stable processes to make evolutionary changes. Both need to be managed effectively to improve organizational maturity.
Understand the customer’s touch point: A Customer Experience was initiated by the customer and the experience is defined by the touch points, in which businesses leave an impression on those who use their products or services. The more contact over time, the deeper and quite possibly the more meaningful those impressions are. As technology moves consumers from passive to active, it is where experience becomes what shapes perception. Customer experience and corporate brand/reputation are mutually reinforcing each other. Therefore, that’s one of the C-level responsibilities of how to understand and optimize customer’s touch points for improving people-centricity.
In practice though, sometimes, business leaders rely on oversimplified dashboards, they are too far away from the actual customer experience to make informed decisions. They should think as customers, invite customers into innovation related conversations, and build the case for customer experience as a discipline within an organization. Still, customers are not always right. Insightful business leaders can leverage different stakeholders’ perspectives to make systematic decisions for improving customer experience and developing a strong brand.
Understand business operational P & L point: Businesses need to make profit to survive; increasing the organization's profitability would be an important value proposition. Keep in mind though, good businesses also have a purpose; profit or revenue is a byproduct. Information based analysis should be used to understand what drives profit, how that fits within your strategy, how you execute, generate improved products and more advanced services to achieve strategic business goals, fit organizational purpose as well.
Informative companies use quality information in every segment of their business to drive improvements in revenue and margin related corporate performance. When top business leaders recognize their operational profit/loss point, let the revenue generation/increase become the focus vs. cost savings/optimization, it is a very good sign about how the companies will deliver the tangible business results and increase profitability.
The culture of continuous improvement means to continue to discover that "there is always a better way" to improve processes, develop talent, and adopt emerging technology & tools. Every organization needs to drive continual improvement for optimizing business operations, increasing revenue, making profits and improving customer satisfaction in order to meet their strategic objectives and stay competitive for the long term business advantage.
Identify and understand the process pain point: Processes underpin business capabilities; process coherence achieved through standardization and optimization directly impact strategy management success and business performance. If businesses operate dysfunctionally, have certain frictions to change, there are misplaced pieces of problem-solving. Thus, the corporate management needs to identify the process pain point - is it caused by imperfect organizational structural/process design, outdated information feedback system, legacy technologies, or is it caused by the people who lack the updated knowledge or skills to make the process functioning smoothly?
Business leaders should have a process-oriented perspective, seize the opportunity to take a fresh look at the processes, evaluate how process oriented their organizational management approach is, make objective assessment of process design, architecture, and ownership, etc, take structural process management for improving, innovating key business processes. Continuous improvement is a linear process pointed at creating stable processes to increase business efficiency and speed, and expresses a stepwise process toward something "better." Innovation is usually nonlinear. involving non-stable processes to make evolutionary changes. Both need to be managed effectively to improve organizational maturity.
In practice though, sometimes, business leaders rely on oversimplified dashboards, they are too far away from the actual customer experience to make informed decisions. They should think as customers, invite customers into innovation related conversations, and build the case for customer experience as a discipline within an organization. Still, customers are not always right. Insightful business leaders can leverage different stakeholders’ perspectives to make systematic decisions for improving customer experience and developing a strong brand.
Informative companies use quality information in every segment of their business to drive improvements in revenue and margin related corporate performance. When top business leaders recognize their operational profit/loss point, let the revenue generation/increase become the focus vs. cost savings/optimization, it is a very good sign about how the companies will deliver the tangible business results and increase profitability.
The culture of continuous improvement means to continue to discover that "there is always a better way" to improve processes, develop talent, and adopt emerging technology & tools. Every organization needs to drive continual improvement for optimizing business operations, increasing revenue, making profits and improving customer satisfaction in order to meet their strategic objectives and stay competitive for the long term business advantage.
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