Rediscovering Value: Leading the 3-D Enterprise to Sustainable Success

by Geary A. Rummler, Alan J. Ramias, Cherie L. Wilkins

"To paraphrase a number of philosophers, the major challenge anyexecutive or manager (and especially any CEO) faces is that his orher experience of the reality of the organization is not the sameas the reality itself. How then does an 1) develop amore accurate and complete representation of the organization, 2)identify critical business issues and improvement opportunitiesacross this system, 3) design a way forward, and 4) install thefeedback and measurement mechanisms necessary to ensure theorganizational system delivers the performance and stays on course?This is where this book comes into its own."-- Michael DeNoma president and CEO, Chinatrust Commercial Bank "Every CEO (or executive managing a business) should read andunderstand Rediscovering Value if they want to effectively lead andmanage their company. Leading a company without an understanding ofthe value and resource dimensions and how to manage them is likeflying an airplane without a navigation system. The team at PDL hasdone an unbelievable job of describing the principles of anorganization and how to effectively organize, lead, and manage theenterprise. Our company used PDL's systems approach to planning andmanaging and it was like turning on the lights in a dark room. Ourpeople became process- and work-focused and morale improveddramatically as we moved away from the silo approach of running abusiness. Rediscovering Value is a must-read for anyexecutive."-- Steve Hassenfelt CEO, Granville Capital, Inc.From author of the acclaimed Improving Performance , anexploration of the concept of Value Management and technology, comes the next step resource that introduces the transformationmodel. Rediscovering Value gives a preliminary descriptionof the SOE phase, and covers the dimensions of the model. The bookdissects each phase of the model, and describes what isaccomplished along each dimension, the criteria to reach the nextphase, and the key challenges of each phase (Stabilize, Optimize, Exploit in detail). It lays out the success factors for effectiveprocess design, improvement, and management.

275 pages, Kindle Edition

First published June 16, 2009

About the author

Dr. Rummler was President of the Kepner-Tregoe Strategy Group, specialists in strategic decision making; co-founder (with Thomas F. Gilbert) and president of Praxis Corporation, an innovator in the analysis and improvement of human performance; co-founder (with George S. Odiorne) and director of the University of Michigan’s Center for Programmed Learning for Business.

Dr. Rummler was the founding partner of The Rummler-Brache Group, an organization that became a leader in the business process improvement and management business in the 1980s and 1990s, and the founding Partner of the Performance Design Lab (PDL), where he was continuing his life-long work on organizational performance improvement in complex systems.

He was a pioneer in the application of instructional and performance technologies to organizations and brings this experience to the issue of organization effectiveness. His clients in the private sector included the sales, service and manufacturing functions of the aircraft, automobile, steel, food, rubber, office equipment, pharmaceutical, telecommunications, chemical and petroleum industries; as well as the retail banking, and airline industries. He also worked with such federal agencies as IRS, SSA, HUD, GAO and DOT. Dr. Rummler’s research and consulting took him to Europe, Japan, Korea, Malaysia, China and Mexico.

He received his MBA and Ph.D. from the University of Michigan. He served as the national president of the International Society for Performance Improvement (ISPI), a member of the Board of Directors of the American Society of Training and Development (ASTD)
, and a member of the Editorial Board of Training Magazine.

Reviews

[Sam Motes · Rating 4 out of 5]

This work by Rummler and his associates builds the case for a Matrix organization where Leadership has cross functional responsibility for the Launched, Sold, and Delivered value processes on top of their normal siloed org chart departments. This shows the way to manage the white space and drive people to think cross functionally for optimal solutions that impact the entire organization. The new cross functional budget process laid out makes a sound argument for why the traditional departmental focused top down budget cycle leads to poor decisions that cripples the organization. This is a companion book to Rummler���s other works geared towards the busy executive and does a good job of explaining the process driven BPM framework and gives many sample documents but leaves the implementation details to his other works.

[William · Rating 5 out of 5]

THANK