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Is Continuous Improvement More Important Than Results?
Could a focus on continuous improvement prove more useful than concentrating just on the results we seek?
A Dichotomy of Perspectives: A Discussion on Forrest Breyfogle’s New Book on Integrated Enterprise Excellence
Recently, I had the opportunity to exchange ideas on the veracity of the various models that organizations rely upon as the framework for building a successful enterprise. What prompted this open and productive exchange of ideas was a question that was recently posed regarding the merits of Forrest Breyfogle’s latest book on Integrated Enterprise Excellence (or for those of you that have a penchant for acronyms, IEE). In the following paragraphs I will share a few of the more meaningful discussion streams starting with the original question.

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The world’s greatest Business Tool revealed
Or Metrics that Matter.... Continuous improvement
Have you read Forrest Breyfogle’s new book on Integrated Enterprise Excellence? Thoughts/comments?
Member Question: I recently read one of Forrest Breyfogle’s new books in his 4 book-volume series on the Integrated Enterprise Excellence (IEE) System; i.e., "The Integrated Enterprise Excellence System: An Enhanced, Unified Approach to Balanced Scorecards, Strategic Planning, and Business Improvement." The subtitle to this book describes what is covered in varying details in the other three volumes. My sense is that Breyfogle has pushed his (and our) thinking to the next level and addressed issues that many of us struggle with regarding Continuous Improvement efforts. His “Integrated Enterprise” thinking makes sense to me, what are your thoughts or feedback?
Basic Benchmarks for World Class Businesses
Incremental improvement is the single fastest way to drive revenue. Study the Toyota way. How did they become a world-class car manufacturer? Toyota does this: continuous improvement. They benchmark. They measure. They fix. They improve. If I asked you right now, “What is your shopping cart abandonment rate,” would you be able to answer? In 30 seconds? If not, that is really bad because this is how you make your money. There are 2 mind shifts we’re really pushing towards. i. Think like a marketer in everything business-related ii. Measure everything –you need to know the metrics of your business
There is always a better way!
The 'big boys' call it continuous improvement. We know it is just common sense - always looking at what you are doing and finding ways of doing it better. This tells you the questions to ask ... to get the right answers.
The Service Factor during Economic Turbulence
Improving and maintaining good customer service is not an exciting endeavor. It involves detailed study and steadfast execution rather than temporary brilliance or inspiration. Therefore, customer service improvement is fundamentally an effort of continuous improvement. You must develop a basic competency in process improvement to attain and sustain high levels of customer service. This means that it is absolutely critical during tough economic times that you don’t make the mistake of cutting resources that support service excellence in your attempt to control operational costs.
Is Continuous Improvement More Important Than Results?
Could a focus on continuous improvement prove more useful than concentrating just on the results we seek?
What type of Manager do you want to be?
In this article, I’d like to touch upon a real passion of mine – Continuous Improvement.
Continuous Improvement
Firstly, this article asks the question ... "Is Continuous Improvement possible?" With a slight caveat ,the answer is 'yes'. It then sets out how you can achieve continuous improvement - without adopting any of the commercial 'methodologies, without using expensive consultants. You will , of course, have to put in some effort ... mainly thought! But it is possible - for any busines.
When Lean Thinking Fails
Most of us are familiar with the term "Lean Thinking." The technique for making continuous improvement has been around for nearly 30 years, and it produces remarkable progress in any organization when it is applied correctly. There are numerous examples of how a well-engineered Kaizen event can yield a more than 50% improvement in productivity in a single week. My observation is that there are nearly as many failures of lean programs as successes. This article outlines some reasons why.
Why Most Change Programs and Improvement Initiatives Fail
Many team and organization change and improvement efforts are lost or badly bewildered. Decades of studies have consistently shown that 50-70 percent are failing. There are as many reasons that improvement endeavors lose their way, as there are people, teams, and organizations trying to improve.
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