Rediscovering Value: Leading the 3–D Enterprise to Sustainable Success

"To paraphrase a number of philosophers, the major challenge any executive or manager (and especially any CEO) faces is that his or her experience of the reality of the organization is not the same as the reality itself. How then does an executive: 1) develop a more accurate and complete representation of the organization, 2) identify critical business issues and improvement opportunities across this system, 3) design a way forward, and 4) install the feedback and measurement mechanisms necessary to ensure the organizational system delivers the performance and stays on course? This is where this book comes into its own." -- Michael DeNoma president and CEO, Chinatrust Commercial Bank "Every CEO (or executive managing a business) should read and understand Rediscovering Value if they want to effectively lead and manage their company. Leading a company without an understanding of the value and resource dimensions and how to manage them is like flying an airplane without a navigation system. The team at PDL has done an unbelievable job of describing the principles of an organization and how to effectively organize, lead, and manage the enterprise. Our company used PDL's systems approach to planning and managing and it was like turning on the lights in a dark room. Our people became process- and work-focused and morale improved dramatically as we moved away from the silo approach of running a business. Rediscovering Value is a must-read for any executive." -- Steve Hassenfelt CEO, Granville Capital, Inc. From author of the acclaimed Improving Performance, an exploration of the concept of Value Management and technology, comes the next step resource that introduces the transformation model. Rediscovering Value gives a preliminary description of the SOE phase, and covers the dimensions of the model. The book dissects each phase of the model, and describes what is accomplished along each dimension, the criteria to reach the next phase, and the key challenges of each phase (Stabilize, Optimize, Exploit in detail). It lays out the success factors for effective process design, improvement, and management.

Table of Contents:
List of Figures and Tables. Foreword. Acknowledgments. About the Authors. Introduction. PART ONE The 3-D Concept. 1 Three Dimensions of an Organization. 2 The Value Dimension. 3 The Resource Dimension. 4 Managerial Practices in a One-Dimensional Organization. PART TWO The CEO's Agenda. 5 Two-Dimension Management. 6 Making the System Visible. 7 Demonstrating How. 8 Evolution of a Management System. 9 Performance Planned. 10 Performance Managed. 11 What It Will Take. PART THREE A Closer Look at Belding. 12 Belding Case Tools, Stage I. 13 Belding Case Tools, Stage II. 14 Return to Belding Engineering. Afterword. Endnotes. Index.

About the Author :
Geary A. Rummler was the founding partner of the Performance Design Lab (PDL). Prior to founding the PDL, Geary was the founding partner of the Rummler-Brache Group, president of the Kepner-Tregoe Strategy Group, and cofounder and director of the University of Michigan's Center for Programmed Learning for Business. Alan J. Ramias, partner with PDL, has twenty-five years of experience in performance improvement and organization effectiveness. As a member of the team that founded Motorola University, he was the first person to introduce Rummler's pioneering concepts in process improvement and management to business units within Motorola. Cherie L. Wilkins, partner with PDL, specializes in measurement and management systems and has extensive consulting experience in the financial services, retail, chemical, petroleum, and manufacturing industries.