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Viser: How to Make Things Happen - A Blueprint for Applying Knowledge, Solving Problems and Designing Systems That Deliver Your Service Strategy
How to Make Things Happen
A Blueprint for Applying Knowledge, Solving Problems and Designing Systems That Deliver Your Service Strategy
om ca. 15 hverdage
Detaljer Om Varen
- Udgiver: Palgrave Macmillan (September 2017)
- ISBN: 9783319547855
This book offers models and frameworks to analyze your service delivery systems as a whole. It presents the framework to solve customer problems by delivering the right knowledge at the right time to the right place and take advantage of the efficiency that technology and algorithms offer.
Why do so many brilliant plans fail to deliver in practice? Why can't your employees just do what you want them to do? In most cases, because the operations eco-system in which those plans must be deployed fails to fully understand the problem that needs to be solved.
The fourth industrial revolution is seeing advances in Artificial Intelligence industrialize the service sector. But, despite the cost-cutting that these advances offer firms are still struggling to stay competitive. That is because they think that cost-cutting delivers increased efficiency whereas it is the other way around: increased efficiency cuts costs. And the heart of efficiency in delivering services is people and their knowledge.
As industrialization drives ever more standardized offerings and ever little human contact it is in those rare moments of human interaction where the greatest opportunity to add or destroy value lies. It is human brains and the knowledge they contain that are best suited to problem-solving and individualizing client solutions. The real competitive edge will become the ability to foresee and individualize problem-solving.
To do this, firms must start thinking of knowledge as inventory - who knows what, who needs to know what and where and when do they need to know it.
CHAPTER 1 A SCENARIO AND THE FASCINATING WORLD OF OPERATIONS
CHAPTER 2 BASIC IDEAS BEHIND SPDM: A UNIFYING MODEL FOR 21ST CENTURY OPERATIONS
CHAPTER 3 THE MISSION, ESSENCE AND FLAME RED
CHAPTER 4 YOU HAVE TO WALK THE STREETS, CONTROL DOES NOT ADD VALUE
CHAPTER 5 COST-CUTTING DOES NOT LEAD TO EFFICIENCY, BUT EFFICIENCY DOES LEAD TO COST-CUTTING
CHAPTER 6 THE MAIN THING IS NOT KNOWING WHAT YOU KNOW, BUT KNOWING WHAT YOU DON'T
CHAPTER 7 WE WORK WITH BRAINPOWER, NOT MANPOWER
CHAPTER 8 INDUSTRIALIZATION OF SERVICE IN ORDER TO UNLOCK BRAINPOWER CAPACITY
CHAPTER 9 CONVERTING BLOCKING FACTORS INTO VALUE-ADDING ELEMENTS: DO REDESIGN THE SERVICE
CHAPTER 10 MAKING IDEAS HAPPEN
CHAPTER 11 ONE THOUSAND $1,000 IMPROVEMENTS
CHAPTER 12 QUALITY IS A CHORUS GIRL CAST AS PRIMA DONNA
CHAPTER 13 HAVE YOU LOOKED TO SEE WHAT IS IN YOUR REFRIGERATOR YET?
CHAPTER 14 EVERYBODY HAPPY? HAPPY PEOPLE ARE MORE PRODUCTIVE
CHAPTER 15 THE HALLMARK OF MEDIOCRE MANAGERS IS HIRING PEOPLE WORSE THAN THEY ARE
CHAPTER 16 ASKING THE RIGHT QUESTION AT THE RIGHT TIME, ASKING FOR RELEVANT INFORMATION: SPDM EXPRESS EPILOGUE THE MANUAL A. WHAT DO I WANT? B. HOW DO I MAKE THEM DO IT? C. HOW DO I BECOME MORE EFFICIENT? D. WHAT DO I KNOW, WHAT DON'T I KNOW AND WHAT MUST I KNOW? E. CAN I THINK OF A DIFFERENT SERVICE DESIGN? F. HOW DOES MY STAFF LEARN AND HOW DO I APPLY THAT TO PROBLEM-SOLVING? G. HAVE I MISSED SOMETHING TO SUCCEED IN IMPLEMENTING? SPDM