Bringing performance management alive
How performance measurement becomes performance management
Targets and benchmarks are essential. Without knowledge of our starting point and which targets to meet, we lose focus on the desired effect and risk carrying out a project only for the sake of the project. Therefore, this article brings up the subject as to how we bring performance measurements alive in an organisation.
Operations management made simple
As specialists, we tend to make operations management more complex than necessary. What leaders really need in their work with operations management is simplicity and overview rather than a vast number of tools.
Numbers, local operations management and local operations
Performance management is about making the important measurable, not about making the measurable important
In recent years, we have seen an increasing number of service companies, private as well as public, invest considerable resources in professionalising/strengthening operations in their organisation – seeking to increase efficiency in the company’s “engine room”.
KPIs and performance and operational management
By building effective management processes, you can boost daily performance among first-line managers and their staff.
End-to-end process optimisation
Silo thinking can get in the way of delivering to customer expectations. See your value chain from your customer’s perspective – and watch productivity and customer value increase.
Map the interdependencies between organisational processes to gain an overview and optimise productivity.
Arla Foods – The Stock Killer project
Releasing unnecessary capital in inventory increases the finances available for sustainable investments that can stimulate more business and increase enterprise value.
From good to best: Strategic flexibility as a competitive parameter. ”We had achieved our goals, and at the same time, we realised that our values, vision and goals no longer matched the world we were living in. We needed a new starting point to take the next step forward”
After a period of massive growth in the level of activity, the market-leading wholesaler experienced a slowdown in the market, which is why focus was put on efficient cost management and, deriving from this, the need for optimisation and trimming of processes