10 Posts found for Author: Michael Hammer

You would think that operational performance measurement is so fundamental to basic management that an efficient and effective system would have been devised long ago. But you would be wrong. Despite repeated efforts to make them better, the fact remains that performance metrics are terrible and companies seem incapable of doing much about it. Here are seven sins of corporate measurement.

Content: Article | Authors: Lisa Hershman, Michael Hammer | Source: “The Conference Board Review” | Subject: Management

Jim Champy, coauthor, with Harry Greenspun, of Reengineering Health Care: A Manifesto for Radically Rethinking Health Care Delivery, introduces a lesson on the pitfalls of measurement from Faster, Cheaper, Better: The 9 Levers for Transforming How Work Gets Done, by Michael Hammer and Lisa W. Hershman.

Content: Article | Authors: James A. Champy, Michael Hammer | Source: “strategy+business” | Subject: Management

Michael Hammer raises some issues regarding conventional uses of performance measures and offers suggestions for improvement.

Content: Article | Author: Michael Hammer | Source: “Leader to Leader” | Subject: Management

“Getting people and organizations to accept new ways of doing things is typically described as ‘managing change’ and assigned as an afterthought to a handful of specialists from the human resources department. Not surprisingly, this approach frequently ends in disaster. ‘Managing change’ is far too flat and insipid a description of what needs to be done. Change doesn’t just have to be managed; it needs … [ Read more ]

Content: Article | Author: Michael Hammer | Source: “Optimize Magazine” | Subject: Change Management

Michael Hammer says forget the Internet – the real new economy is all about the customer. He offers four specific steps to take to turn customer focus from a slogan into reality:
1. Define the company’s business proposition in customer terms.
2. Design all business processes and their supporting systems from the customer’s point of view.
3. Present a single face … [ Read more ]

Content: Article | Author: Michael Hammer | Source: “InformationWeek” | Subject: Customer Related

Somewhat topical discussion of e-marketplaces (by the master of re-engineering himself), but points raised are of long-lasting value.

Content: Article | Author: Michael Hammer | Source: “InformationWeek” | Subjects: IT / Technology / E-Business, Trends / Analysis

Michael Hammer (of re-engineering fame) argues that the Net’s real payoff is in its enabling of business collaboration.

Content: Article | Author: Michael Hammer | Source: “InformationWeek” | Subject: IT / Technology / E-Business

Distribution chains are becoming obsolete, replaced by distribution communities that collectively create value for the customer

Content: Article | Author: Michael Hammer | Source: “InformationWeek” | Subjects: Operations, Trends / Analysis

Michael Hammer writes about how increased competition is forcing companies to turn to virtual integration, which lets them concentrate on processes in which they can be world-class, and rely on someone else to perform the rest

Content: Article | Author: Michael Hammer | Source: “InformationWeek” | Subject: Management

In this inside look at a process re-engineering program, Charles R. Lee, the chairman and C.E.O. of the GTE Corporation, describes the radical changes being made at the company’s Telephone Operations unit in anticipation of open competition in the telecommunications industry. In an accompanying piece, re-engineering guru Michael Hammer provides his expert view on GTE’s progress.

Content: Case Study | Authors: Charles R. Lee, Michael Hammer | Source: “strategy+business” | Subjects: Change Management, Operations | Industry: Telecommunications | Company: GTE