Harvard Business
MAY 17, 2018
The people analytics team was surprised — as was finance team in that country, which had no reason to benchmark themselves against other countries and had no idea that they were such a bright spot. In bottoms-up cultural transformation initiatives, the how things are done is equally or more important than what is done.
Rick Conlow
MAY 31, 2023
Negative organizational culture: The overall culture within an organization can impact teamwork. If the organizational culture promotes competition, silos, or a lack of collaboration, it can trickle down to the team level and hinder cooperation. Others just do not care.
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Progressus
NOVEMBER 10, 2023
The Power of Unity Firms need real-time insights into the entire business – finance, project accounting, sales, everything – otherwise multiple versions of the truth will start showing up in budgets, estimates, and forecasts. Do process improvements support strategic objectives? How often do you release new products/services?
Harvard Business
JUNE 6, 2018
It’s also important to explain the changes that would have happened anyway — for example, process improvements, strategic shifts in the market, and realignment of structures — regardless of what is happening due to the integration process. Don’t neglect your culture. Create a dedicated deal team.
Harvard Business
AUGUST 2, 2018
Perhaps “you are being suffocated by a culture that wants to keep you in a state of being perpetually obsessed with your career,” Petriglieri says. This made me more people-focused than process-focused, but it allowed for process improvements in the best way possible, by enabling people to excel.”
Harvard Business
NOVEMBER 16, 2016
In November 2015 Geisinger Health System launched its ProvenExperience program – a wide-ranging cultural and process reengineering initiative whose long-term goal is not just to assure the best customer experience in healthcare, but to offer the best customer experience of any industry.
Harvard Business
JUNE 8, 2017
This process-improvement methodology includes workflow redesign, error proofing, best-practice implementation, cost bundling, financial risk sharing, and outcomes measurement. Administrative leaders experienced with their hospital’s operational network are needed when the necessary new care pathways and processes are disruptive.
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