Harvard Business Review

APRIL 6, 2011

Do you have a process improvement program under way that you feel is going well? A large division of this company had recognized the need to dramatically change its business model to survive and succeed in a changing market. What kind of return can shareholders expect, and when? What can we learn from this failure?

Process Improvement 15

Process Improvement Scaling Benefits Implementation 15

Harvard Business Review

JULY 6, 2011

In my last post , I looked at how Toyota engages front-line workers in process improvement and the challenges for other companies that want to adopt their approach. There are three elements which are critical to any process improvement initiative, irrespective of the overall approach. How did they do it?

Process Improvement 15

Process Improvement Software Implementation Operations 15

Harvard Business Review

SEPTEMBER 27, 2012

Yet most reports, such as John Kotter's classic Harvard Business Review article " Leading Change: Why Transformation Effort Fail ," show that few attempts at fundamental change are very successful, a few are utter failures, and most fall somewhere in between, with a distinct tilt to failure. Why doesn't culture change?

Process Improvement 15

Process Improvement Energy Hospitality Culture Change 15

Harvard Business Review

OCTOBER 9, 2023

The most effective companies we interviewed use process mining to generate operational insights at scale, identify process inefficiencies, define targeted actions, and measure process improvements — all of which lead to value realization.

Operations 29

Operations Process Improvement Culture Change Scaling 29

Harvard Business Review

NOVEMBER 16, 2011

It's hard to find leaders of the human resources (HR) function who are active in helping their organization improve the way it works. I asked dozens of people who are in HR or in process improvement to share examples of HR change leaders, and I only found a few. We don't typically challenge managers to look more broadly.

Human Resources 17

Human Resources Operations Process Improvement Hospitality 17

Harvard Business Review

DECEMBER 22, 2015

The BWPO has a central team, led by its chief medical officer, responsible for “medical management” — a term used to describe efforts to improve clinical care and succeed in contractual obligations related to performance measurement. Over years, the medical management team built strong ties to PCPs.

Metrics 12

Metrics Hospitality Process Improvement Implementation 12

Harvard Business Review

DECEMBER 13, 2012

They wanted to signal a cultural change but weren't prepared to spend millions — or even hundreds of thousands — to achieve it. The design was simple, clever and cheap: top management would recognize and reward people who demonstrated an ability to cross-functionally get real value from their colleagues and cohorts.

Benchmarking 11

Benchmarking Media Process Improvement Culture Change 11