Description
Book SynopsisWhen
Improving Performance: Managing the White Space on the Organization Chart was published in 1990, it was lauded as the book that launched the Process Improvement revolution. This was the book that first detailed an approach that bridged the gaps between organization strategy, work processes and individual performance. Two decades later,
White Space Revisited goes beyond a mere revision of that groundbreaking book and refocuses on the ultimate purpose of organizations, which is to create and sustain value.This book picks up where Improving Performance left off and shares what we have learned about process in the past 15 years since it was published and how the reader (primarily practitioners) can capitalize on these notions in their own pursuit of process excellence.
White Space Revisited is a comprehensive resource that offers process and performance professionals a conceptual foundation, a thorough and proven methodology, a set of remarkable working tools
Table of Contents
List of Figures and Tables ix
Foreword by Paul Harmon xiii
Preface by Geary A. Rummler xvii
Acknowledgments xix
About the Authors xxi
Introduction 1
PART ONE White Space Revisited 5
1 The Silver Anniversary of Process 7
2 Process in a Value Perspective 23
3 The Value Creation Hierarchy 39
4 Developing the Value Creation Architecture of a Business 77
5 Process Management in the Value Creation Context 97
PART TWO Designing or Improving the Value Machine 117
6 A Framework and Methodology for VCS Design 119
7 RPM Project Walk-Through: Align, Analysis, Design 141
8 RPM Project Walk-Through: Commit, Build, Enable, Adopt 177
9 Other RPM Applications 187
10 Designing Improvement Capability 199
PART THREE Implications 209
11 Process and the IT Department 211
12 Summary 229
Afterword 235
List of Acronyms 237
Notes 239
Index 245
About Performance Design Lab 251
