Rethink: Key Concepts [NOOK Book]

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Previous methods for business improvement largely have been about optimization and improvement, and many of them have been very successful in helping people achieve dramatic, even revolutionary improvements. However, there hasn’t been a lens that ...

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Rethink: Key Concepts

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Overview

This is the eBook version of the printed book. If the print book includes a CD-ROM, this content is not included within the eBook version.

Read the following excerpt from Rethink, Key Concepts.

 

Previous methods for business improvement largely have been about optimization and improvement, and many of them have been very successful in helping people achieve dramatic, even revolutionary improvements. However, there hasn’t been a lens that not only enables, but encourages people to rethink not just their own work, but their entire operating model in their business ecosystem. That is why we have turned our focus to looking at “what” the work is before asking “how” it should be performed. I’ve included this concepts section as a useful quick reference to the basic ideas in this book to help you in your rethinking journey.

 

Conventional “How” Business Views

For much of the past century, people have looked at organizations through one of two lenses: a people view (the organization chart) or a financial view (spreadsheets, reports, profit and loss tables, and so forth). These are “how” views of the organization, in terms of “how” they currently are structured and organized, and “how” funds are budgeted and spent. Although these are valid tools and remain vital, they are often used in a way that limits the view of the person to the inside of the four walls of the organization. In today’s increasingly complex ecosystems of customer and partner relationships, those inward-facing views are insufficient. These views are rarely a good place to start when rethinking.

 

Process views can oft en traverse the artificial boundaries that are sometimes implied or created with the workflow view.

 

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Product Details

  • ISBN-13: 9780131366619
  • Publisher: Pearson Education
  • Publication date: 3/24/2009
  • Sold by: Barnes & Noble
  • Format: eBook
  • Sales rank: 193,012
  • File size: 176 KB

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Sort by: Showing 1 – 13 of 10 Customer Reviews
  • Posted February 1, 2010

    more from this reviewer

    Savvy guide to reorganizing your business operations

    Business architect Ric Merrifield says many executives get hung up on the "hows" of running a firm: the techniques, tactics and technologies their companies use to operate. In the process, they fail to focus on the all-important "whats" of their enterprises, that is, central functions like manufacturing quality products, fulfilling orders, satisfying customers and so on. Lost in superfluous details, these leaders can't see their real priorities. Merrifield says that for many such executives, basic rethinking is in order. In this book, he explains how to take a fresh look at your business to identify and prioritize your core activities. Although the metaphorical overload of "whats" and "hows" might make you want to ask, "Who's on first?" this is a solid take on leading innovation. getAbstract recommends it to any executives who suspect they may need to refocus or broaden their perspectives about their organizations.

    4 out of 4 people found this review helpful.

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  • Anonymous

    Posted October 8, 2012

    Test

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  • Anonymous

    Posted May 25, 2012

    Very brief and uncreative

    This book is literally a few handful of pages long and seems to be targeted to a specific situation. It takes precious time to explain words that don't need any explanation at all. Also, the reviews state that someone else has reviewed the book but I have seen no other reviews at all. Hmmmmm?

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