An'anaviy retseptlar

McDonald's modernizatsiya qilish harakatlari 1Q savdosini oshirdi

McDonald's modernizatsiya qilish harakatlari 1Q savdosini oshirdi

McDonald's Corp.ning aytishicha, menyu va restoranlarini modernizatsiya qilish bo'yicha olib borilayotgan sa'y-harakatlar, qo'shimcha ish kuni va qulay ob-havoning yordami bilan, birinchi chorakda bir xil do'konlar savdosi va foyda keltirdi.

31-mart tugagan davrda, McDonald's sof daromadi 5 foizga oshib, 1,27 milliard dollarni yoki har bir aksiya uchun 1,23 dollarni tashkil etdi, bir yil avval 1,21 milliard dollarga yoki 1,15 dollarga.

Birinchi chorakda daromadi 7 foizga oshib, 6,55 milliard dollarni tashkil etdi, bu o'tgan yilgi 6,11 milliard dollarga nisbatan, xuddi shu do'konlar savdosi 7,3 foizga oshgan.

BOG'LIQ: McDonald's: yaqin kelajakda texnologiya, menyuni optimallashtirish kaliti

Qo'shma Shtatlarda bir xil do'konlar savdosi 8,9 foizga oshdi, buni McDonald's asosiy menyu mahsulotlarini sotish, tovuqli McBites cheklangan taklifi, qayta ko'rib chiqilgan joylarda sotish ko'tarilishi va qulay ob-havo bilan izohladi. Chorak davomida zanjir qo'shimcha narxlar menyusini reklama qilishni boshladi, bu narxlar dollar menyusi va qo'shimcha qiymatli taomlar o'rtasida joylashgan.

Noqulay ob-havo va tejamkorlik choralari davom etayotgan iqtisodiy qiyinchiliklar Evropadagi do'konlar savdosiga salbiy ta'sir ko'rsatdi, bu birinchi chorakda 5 foizga oshdi, dedi McDonald's. Oldingi choraklarda bo'lgani kabi, Frantsiya va Germaniyadagi sotuvlar qit'a natijalariga hissa qo'shdi va McDonald's Buyuk Britaniya va Rossiyada kuchli ko'rsatkichlarni qayd etdi, ikkinchisi franchayzing o'sishining birinchi sur'atini boshdan kechiradi.

Birinchi chorakda bir xil do'konlar savdosi McDonald's Osiyo/Tinch okeani, Yaqin Sharq va Afrika yoki APMEA bo'limida 5,5 foizga oshdi. Avstraliya, Xitoy va Yaponiyadagi keng ko'lamli o'sish APMEA natijalariga olib keldi, dedi McDonald's.

"Makdonalds natijalarining barqaror iqtisodiy tanglik sharoitida davom etayotgani mijozlarga yo'naltirilgan rejalarimiz va isbotlangan biznes-modelimizdan dalolat beradi",-dedi bosh direktor Jim Skinner, 30 iyunda nafaqaga chiqadi va uning o'rnini prezident Don Tompson egallaydi. "Biz mijozlarimizga eng ta'sirli bo'lgan global ustuvorliklarga sodiq qolamiz: menyuimizni takomillashtirish, mijozlar tajribasini modernizatsiya qilish va brendimizga kirishni kengaytirish."

Uning so'zlariga ko'ra, aprel oyida dunyo bo'ylab do'konlar savdosi taxminan 4 foizga oshishi kutilmoqda.

Oak Bruk, Illinoys shtatida joylashgan McDonald's Corp. 119 mamlakatda 33000 dan ortiq restoranlarga egalik qiladi yoki ishlaydi, shu jumladan AQShda 14000 dan ortiq joy.

Mark Brandau bilan [email protected] orqali bog'laning.
Uni Twitterda kuzatib boring: @Mark_from_NRN


Nima uchun, nima va qanday boshqaruv yangiliklari

Sizning kompaniyangizni boshqarish jarayonidagi yutuqlar - intellektual mulkni yaratish, brend yaratish, iste'dodlarni rivojlantirish - kuchli raqobatbardosh ustunliklarni beradi. Masalan, sanoat tadqiqot laboratoriyasini takomillashtirish orqali General Electric AQShning boshqa kompaniyalariga qaraganda ko'proq patent oldi. Va brend boshqaruvini inqilob qilib, Procter & amp Gamble har yili 1 milliard dollarga sotiladigan mahsulot portfelini yaratdi.

Shunga qaramay, aksariyat kompaniyalar innovatsion sa'y -harakatlarini yangi takliflarni ishlab chiqarishga yoki operatsion samaradorlikka erishishga qaratadilar - raqobatchilar tezda nusxa ko'chiradilar. Raqiblardan ustun turish uchun siz a ga aylanishingiz kerak ketma -ket boshqaruv innovatori, Sizning kompaniyangiz hal qiluvchi boshqaruv jarayonlarini qanday amalga oshirayotgani haqida muntazam ravishda yutuqlarga intiladi.

Serial boshqaruv yangiliklarining kalitlari? General Motors kabi katta muammoni hal qiling, chunki u keng tarqalgan kompaniyalar oilasini tartibga keltirish uchun bo'linma tuzilishini kashf etdi. Radikal boshqaruv tamoyillarini qidiring-Visa asoschilari o'z-o'zini tashkillashtirishni o'ylab topganidek-va birinchi aktsiyador bo'lmagan, tijorat a'zolik korxonasini yaratdilar. Toyota menejmentning odatiy e'tiqodlariga qarshi turing, buni Toyota eng yuqori darajadagi rahbarlar emas, balki eng yaxshi xodimlar - jarayonni eng yaxshi kashfiyotchisi qiladi, degan qarorga kelgan.

Raqobatchilar sizni boshqarishning navbatdagi buyuk yutug'iga yo'l qo'yib bera olmaysiz. Ketma -ket boshqaruv innovatori bo'lish orqali siz ishlashning yangi chegaralarini kesib o'tasiz va raqobatbardoshligingizni saqlab qolasiz.

Serial boshqaruv innovatori bo'lish uchun:

Katta muammoga sodiq qoling

Muammo qanchalik katta bo'lsa, innovatsion imkoniyatlar shuncha katta bo'ladi. Go'sht muammolarini aniqlash uchun so'rang:

Biz qanday qiyin savdolarni hech qachon to'g'ri deb hisoblamaymiz? Masalan, qisqa muddatli daromad olish uchun obsesif izlanishlar bizning yangi g'oyalarga sarmoya kiritish istagimizga putur etkazadimi? Bizning tashkilotimiz hajmi va ko'lamli afzalliklarini qidirib, kam harakat qilyaptimi? Yana qanday "yoki/yoki" ni "va" ga aylantira olamiz?

Bizning tashkilot nima yomon? Masalan, majburlashimizdan oldin o'zgartirish qiyinmi? Birinchi darajali xodimlarning tasavvurlarini ochish? Ilhomlantiruvchi ish muhitini yaratish? Byurokratiya yangilikni susaytirmasligini ta'minlash? Tasavvur qiling, "qila olmaysiz", siz "qila olasiz" ga aylanasiz.

Kelajakda bizni qanday qiyinchiliklar kutmoqda? Masalan, iste'molchi kuchining o'sishining oqibatlari qanday? Mahsulotlarni bir zumda tovarlashtirish? Ultra arzon raqobatchilar?

Pravoslavlikni boshqarishga da'vat qiling

An'anaviy donolik ko'pincha yangilikka to'sqinlik qiladi. Hamkasblaringizdan boshqaruvning muhim muammosi haqida nimalarga ishonishini so'rang. Umumiy e'tiqodlarni aniqlang. So'ngra, bu e'tiqodlar siz aniqlagan katta muammoni hal qilish qobiliyatingizga to'sqinlik qiladimi, deb so'rang. Agar shunday bo'lsa, yangi tushunchalarga yo'l ochadigan muqobil taxminlarni ko'rib chiqing. Misol:

Sizning kompaniyangizda, o'zgarish haqidagi keng tarqalgan e'tiqod "o'zgarish yuqoridan boshlanishi kerak" ni o'z ichiga olishi mumkin. Ammo bu e'tiqod sizning tashkilotingiz uchun zaharli bo'lishi mumkin. Nima uchun? Bu xodimlarni kompaniyaning biznes modeli yoki strategiyasiga ta'sir qila olmaydi deb o'ylashga majbur qiladi. Shunday qilib, ular tashkilotning doimiy yangilanishi uchun muhim tarkibiy qismlar va ishtiyoqni yo'qotadilar. Yana foydali muqobil e'tiqodmi? "O'zgarishlar bizning tashkilotimizning hamma joyidan boshlanishi kerak."

Analogiya kuchidan foydalaning

An'anaviy bo'lmagan tashkilotlarni aniqlang va sizning muammoingizni hal qilishga yordam beradigan amaliyotlarni qidiring. Misol:

Agar siz oddiy xodimlarning ko'zga ko'rinadigan loyihalarini moliyalashtirish g'oyalarini qidirsangiz, Bangladeshning Grameen bankini o'rganing. U kambag'allarga garov garovisiz va ozgina hujjatsiz mikrokreditlar beradi. 2004 yilga kelib qariyb 4 milliondan ziyod qarz oluvchilar o'z mablag'laridan o'zlariga va jamoalariga foyda keltiradigan kichik biznesni boshlash uchun foydalanadilar. Savol: Qanday qilib biz buni teng darajada osonlashtira olamiz bizning xodimlarimiz g'oyani moliyalashtirish uchun kapital olish kerakmi?

Boshqaruv yangiliklarini sinab ko'rish uchun chop etiladigan ishchi varaqlar uchun bu erni bosing.

Siz menejment innovatorisiz? Siz tashkillashtirish, boshqarish, muvofiqlashtirish yoki rag'batlantirishning mutlaqo yangi usullarini kashf qildingizmi? Sizning kompaniyangiz menejment kashshofi? U menejmentga raqobatchilariga hasad qiladigan yangi yondashuvlarni kashf qildimi?

Bu muhimmi? Albatta qiladi. Boshqaruv tamoyillari va jarayonlarining yangiliklari uzoq muddatli ustunlikni yaratishi va raqobatbardosh pozitsiyada keskin o'zgarishlarga olib kelishi mumkin. So'nggi 100 yil mobaynida menejment yangiliklari, har qanday yangilikdan ko'ra, kompaniyalarga ishlashning yangi chegaralarini kesib o'tishga imkon berdi.

Ajablanarlisi shundaki, kamdan-kam kompaniyalar menejmentning doimiy yangilanishi uchun yaxshi tanlangan jarayonga ega. Ko'pgina korxonalarda mahsulotni innovatsiyalashning rasmiy metodologiyasi mavjud va ko'pchilikda ilmiy chegaralarni o'rganadigan R&D guruhlari mavjud. Sayyoradagi deyarli har bir tashkilot so'nggi yillarda tezlik va samaradorlik uchun o'z biznes jarayonlarini qayta kashf qilish uchun tizimli ish olib bordi. G'alati, shuning uchun kamdan -kam kompaniyalar shunga o'xshash tirishqoqlikni eng muhim yangilik turiga qo'llaydilar: boshqaruv yangiliklari.

Nima uchun boshqaruv yangiliklari juda muhim? U boshqa yangilik turlaridan nimasi bilan farq qiladi? Qanday qilib siz va sizning kompaniyangiz ko'k tasma boshqaruvi bo'yicha innovatorga aylanishingiz mumkin? Sababidan boshlaylik.


Nima uchun, nima va qanday boshqaruv yangiliklari

Sizning kompaniyangizni boshqarish jarayonidagi yutuqlar - intellektual mulkni yaratish, brend yaratish, iste'dodlarni rivojlantirish - kuchli raqobatbardosh ustunliklarni beradi. Masalan, sanoat tadqiqot laboratoriyasini takomillashtirish orqali General Electric AQShning boshqa kompaniyalariga qaraganda ko'proq patent oldi. Va brend boshqaruvini inqilob qilib, Procter & amp Gamble har yili 1 milliard dollarga sotiladigan mahsulot portfelini yaratdi.

Shunga qaramay, ko'pchilik kompaniyalar innovatsion harakatlarini yangi takliflarni ishlab chiqarishga yoki operatsion samaradorlikka erishishga qaratadilar - raqobatchilar tezda nusxa ko'chiradilar. Raqiblardan ustun turish uchun siz a ga aylanishingiz kerak ketma -ket boshqaruv innovatori, Sizning kompaniyangiz hal qiluvchi boshqaruv jarayonlarini qanday amalga oshirayotgani haqida muntazam ravishda yutuqlarga intiladi.

Serial boshqaruv yangiliklarining kalitlari? General Motors kabi katta muammoni hal qiling, chunki u keng tarqalgan kompaniyalar oilasini tartibga keltirish uchun bo'linma tuzilishini kashf etdi. Radikal boshqaruv tamoyillarini qidiring-Visa asoschilari o'z-o'zini tashkillashtirishni o'ylab topganidek-va birinchi aktsiyador bo'lmagan, tijorat a'zolik korxonasini yaratdilar. Toyota menejmentning odatiy e'tiqodlariga qarshi turing, buni Toyota eng yuqori darajadagi rahbarlar emas, balki eng yaxshi xodimlar - jarayonni eng yaxshi kashfiyotchisi qiladi, degan qarorga kelgan.

Raqobatchilar sizni boshqarishning navbatdagi buyuk yutug'iga yo'l qo'yib bera olmaysiz. Ketma -ket boshqaruv innovatori bo'lish orqali siz ishlashning yangi chegaralarini kesib o'tasiz va raqobatbardoshligingizni saqlab qolasiz.

Serial boshqaruv innovatori bo'lish uchun:

Katta muammoga sodiq qoling

Muammo qanchalik katta bo'lsa, innovatsion imkoniyatlar shuncha katta bo'ladi. Go'sht muammolarini aniqlash uchun so'rang:

Biz qanday qiyin savdolarni hech qachon to'g'ri deb hisoblamaymiz? Masalan, qisqa muddatli daromad olish uchun obsesif izlanishlar bizning yangi g'oyalarga sarmoya kiritish istagimizga putur etkazadimi? Bizning tashkilotimiz hajmi va ko'lamli afzalliklarini qidirib, kam harakat qilyaptimi? Yana qanday "yoki/yoki" ni "va" ga aylantira olamiz?

Bizning tashkilot nima yomon? Masalan, majburlashdan oldin o'zgartirish qiyinmi? Birinchi darajali xodimlarning tasavvurlarini ochish? Ilhomlantiruvchi ish muhitini yaratish? Byurokratiya yangilikni susaytirmasligini ta'minlash? Tasavvur qiling, "qila olmaysiz", siz "qila olasiz" ga aylanasiz.

Kelajakda bizni qanday qiyinchiliklar kutmoqda? Masalan, iste'molchi kuchining o'sishining oqibatlari qanday? Mahsulotlarni bir zumda tovarlashtirish? Ultra arzon raqobatchilar?

Pravoslavlikni boshqarishga da'vat qiling

An'anaviy donolik ko'pincha yangilikka to'sqinlik qiladi. Hamkasblaringizdan boshqaruvning muhim muammosi haqida nimalarga ishonishini so'rang. Umumiy e'tiqodlarni aniqlang. So'ngra, bu e'tiqodlar siz aniqlagan katta muammoni hal qilish qobiliyatingizga to'sqinlik qiladimi, deb so'rang. Agar shunday bo'lsa, yangi tushunchalarga yo'l ochadigan muqobil taxminlarni ko'rib chiqing. Misol:

Sizning kompaniyangizda o'zgarish haqidagi keng tarqalgan e'tiqod "o'zgarishni yuqoridan boshlash kerak" ni o'z ichiga olishi mumkin. Ammo bu e'tiqod sizning tashkilotingiz uchun zaharli bo'lishi mumkin. Nima uchun? Bu xodimlarni kompaniyaning biznes modeli yoki strategiyasiga ta'sir qila olmaydi deb o'ylashga majbur qiladi. Shunday qilib, ular tashkilotning doimiy yangilanishi uchun muhim tarkibiy qismlar va ishtiyoqni yo'qotadilar. Yana foydali muqobil e'tiqodmi? "O'zgarishlar bizning tashkilotimizning hamma joyidan boshlanishi kerak."

Analogiya kuchidan foydalaning

An'anaviy bo'lmagan tashkilotlarni aniqlang va sizning muammoingizni hal qilishga yordam beradigan amaliyotlarni qidiring. Misol:

Agar siz oddiy xodimlarning ko'zga ko'rinadigan loyihalarini moliyalashtirish g'oyalarini qidirsangiz, Bangladeshning Grameen bankini o'rganing. U kambag'allarga garov garovisiz va ozgina hujjatsiz mikrokreditlar beradi. 2004 yilga kelib qariyb 4 milliondan ziyod qarz oluvchilar o'z mablag'laridan o'zlariga va jamoalariga foyda keltiradigan kichik biznesni boshlash uchun foydalanadilar. Savol: Qanday qilib biz buni teng darajada osonlashtira olamiz bizning xodimlarimiz g'oyani moliyalashtirish uchun kapital olish kerakmi?

Boshqaruv yangiliklarini sinab ko'rish uchun chop etiladigan ishchi varaqlar uchun bu erni bosing.

Siz menejment innovatorisiz? Siz tashkillashtirish, boshqarish, muvofiqlashtirish yoki rag'batlantirishning mutlaqo yangi usullarini kashf qildingizmi? Sizning kompaniyangiz menejment kashshofi? U menejmentga raqobatchilariga hasad qiladigan yangi yondashuvlarni kashf qildimi?

Bu muhimmi? Albatta qiladi. Boshqaruv tamoyillari va jarayonlarining yangiliklari uzoq muddatli ustunlikni yaratishi va raqobatbardosh pozitsiyada keskin o'zgarishlarga olib kelishi mumkin. O'tgan 100 yil mobaynida menejment yangiliklari, har qanday yangilikdan ko'ra, kompaniyalarga ishlashning yangi chegaralarini kesib o'tishga imkon berdi.

Ajablanarlisi shundaki, kamdan-kam kompaniyalar menejmentning doimiy yangilanishi uchun yaxshi tanlangan jarayonga ega. Ko'pgina korxonalarda mahsulotni innovatsiyalashning rasmiy metodologiyasi mavjud va ko'pchilikda ilmiy chegaralarni o'rganadigan R&D guruhlari mavjud. Sayyoradagi deyarli har bir tashkilot so'nggi yillarda tezlik va samaradorlik uchun o'z biznes jarayonlarini qayta kashf qilish uchun tizimli ish olib bordi. Qanday g'alati, shunchalik kam sonli kompaniyalar, eng muhim yangilik turiga o'xshash tirishqoqlikni qo'llaydilar: boshqaruv yangiliklari.

Nima uchun boshqaruv yangiliklari juda muhim? U boshqa yangilik turlaridan nimasi bilan farq qiladi? Qanday qilib siz va sizning kompaniyangiz ko'k tasma boshqaruvi bo'yicha innovatorga aylanishingiz mumkin? Sababidan boshlaylik.


Nima uchun, nima va qanday boshqaruv yangiliklari

Sizning kompaniyangizni boshqarish jarayonidagi yutuqlar - intellektual mulkni yaratish, brend yaratish, iste'dodlarni rivojlantirish - kuchli raqobatbardosh ustunliklarni beradi. Masalan, sanoat tadqiqot laboratoriyasini takomillashtirish orqali General Electric AQShning boshqa kompaniyalariga qaraganda ko'proq patent oldi. Va brend boshqaruvini inqilob qilib, Procter & amp Gamble har yili 1 milliard dollarga sotiladigan mahsulot portfelini yaratdi.

Shunga qaramay, aksariyat kompaniyalar innovatsion sa'y -harakatlarini yangi takliflarni ishlab chiqarishga yoki operatsion samaradorlikka erishishga qaratadilar - raqobatchilar tezda nusxa ko'chiradilar. Raqiblardan ustun turish uchun siz a ga aylanishingiz kerak ketma -ket boshqaruv innovatori, Sizning kompaniyangiz hal qiluvchi boshqaruv jarayonlarini qanday amalga oshirayotgani haqida muntazam ravishda yutuqlarga intiladi.

Serial boshqaruv yangiliklarining kalitlari? General Motors kabi katta muammoni hal qiling, chunki u keng tarqalgan kompaniyalar oilasini tartibga keltirish uchun bo'linma tuzilishini kashf etdi. Radikal boshqaruv tamoyillarini qidiring-Visa asoschilari o'z-o'zini tashkillashtirishni o'ylab topganidek-va birinchi aktsiyador bo'lmagan, tijorat a'zolik korxonasini yaratdilar. Toyota menejmentning odatiy e'tiqodlariga qarshi turing, buni Toyota eng yuqori darajadagi rahbarlar emas, balki eng yaxshi xodimlar - jarayonni eng yaxshi kashfiyotchisi qiladi, degan qarorga kelgan.

Raqobatchilar sizni boshqarishning navbatdagi buyuk yutug'ida mag'lub etishiga yo'l qo'ya olmaysiz. Ketma -ket boshqaruv innovatori bo'lish orqali siz ishlashning yangi chegaralarini kesib o'tasiz va raqobatbardoshligingizni saqlab qolasiz.

Serial boshqaruv innovatori bo'lish uchun:

Katta muammoga sodiq qoling

Muammo qanchalik katta bo'lsa, innovatsion imkoniyatlar shuncha katta bo'ladi. Go'sht muammolarini aniqlash uchun so'rang:

Biz qanday qiyin savdolarni hech qachon to'g'ri deb hisoblamaymiz? Masalan, qisqa muddatli daromad olish uchun obsesif izlanishlar bizning yangi g'oyalarga sarmoya kiritish istagimizga putur etkazadimi? Bizning tashkilotimiz o'lcham va miqyosdagi afzalliklarga intilayotganda kamroq harakat qilyaptimi? Yana qanday "yoki/yoki" ni "va" ga aylantira olamiz?

Bizning tashkilot nima yomon? Masalan, majburlashdan oldin o'zgartirish qiyinmi? Birinchi darajali xodimlarning tasavvurlarini ochish? Ilhomlantiruvchi ish muhitini yaratish? Byurokratiya yangilikni susaytirmasligini ta'minlash? Tasavvur qiling, "qila olmaysiz", siz "qila olasiz" ga aylanasiz.

Kelajakda bizni qanday qiyinchiliklar kutmoqda? Masalan, iste'molchi kuchining o'sishining oqibatlari qanday? Mahsulotlarni bir zumda tovarlashtirish? Ultra arzon raqobatchilar?

Pravoslavlikni boshqarishga da'vat qiling

An'anaviy donolik ko'pincha yangilikka to'sqinlik qiladi. Hamkasblaringizdan boshqaruvning muhim muammosi haqida nimalarga ishonishini so'rang. Umumiy e'tiqodlarni aniqlang. Keyin, bu e'tiqodlar siz aniqlagan katta muammoni hal qilish qobiliyatingizga to'sqinlik qiladimi, deb so'rang. Agar shunday bo'lsa, yangi tushunchalarga yo'l ochadigan muqobil taxminlarni ko'rib chiqing. Misol:

Sizning kompaniyangizda, o'zgarish haqidagi keng tarqalgan e'tiqod "o'zgarish yuqoridan boshlanishi kerak" ni o'z ichiga olishi mumkin. Ammo bu e'tiqod sizning tashkilotingiz uchun zaharli bo'lishi mumkin. Nima uchun? Bu xodimlarni kompaniyaning biznes modeli yoki strategiyasiga ta'sir qila olmaydi deb o'ylashga majbur qiladi. Shunday qilib, ular tashkilotning doimiy yangilanishi uchun muhim tarkibiy qismlar va ishtiyoqni yo'qotadilar. Yana foydali muqobil e'tiqodmi? "O'zgarishlar bizning tashkilotimizning hamma joyidan boshlanishi kerak."

Analogiya kuchidan foydalaning

An'anaviy bo'lmagan tashkilotlarni aniqlang va sizning muammoingizni hal qilishga yordam beradigan amaliyotlarni qidiring. Misol:

Agar siz oddiy xodimlarning ko'zga ko'rinadigan loyihalarini moliyalashtirish g'oyalarini qidirsangiz, Bangladeshning Grameen bankini o'rganing. U kambag'allarga garov garovisiz va ozgina hujjatsiz mikrokreditlar beradi. 2004 yilga kelib qariyb 4 milliondan ziyod qarz oluvchilar o'z mablag'laridan o'zlariga va jamoalariga foyda keltiradigan kichik biznesni boshlash uchun foydalanadilar. Savol: Qanday qilib biz buni teng darajada osonlashtira olamiz bizning xodimlarimiz g'oyani moliyalashtirish uchun kapital olish kerakmi?

Boshqaruv yangiliklarini sinab ko'rish uchun chop etiladigan ishchi varaqlar uchun bu erni bosing.

Siz menejment innovatorisiz? Siz tashkillashtirish, boshqarish, muvofiqlashtirish yoki rag'batlantirishning mutlaqo yangi usullarini kashf qildingizmi? Sizning kompaniyangiz menejment kashshofi? U menejmentga raqobatchilariga hasad qiladigan yangi yondashuvlarni kashf qildimi?

Bu muhimmi? Albatta qiladi. Boshqaruv tamoyillari va jarayonlarining yangiliklari uzoq muddatli ustunlikni yaratishi va raqobatbardosh pozitsiyada keskin o'zgarishlarga olib kelishi mumkin. O'tgan 100 yil mobaynida menejment yangiliklari, har qanday yangilikdan ko'ra, kompaniyalarga ishlashning yangi chegaralarini kesib o'tishga imkon berdi.

Ajablanarlisi shundaki, kamdan-kam kompaniyalar menejmentning doimiy yangilanishi uchun yaxshi tanlangan jarayonga ega. Ko'pgina korxonalarda mahsulotni innovatsiyalashning rasmiy metodologiyasi mavjud va ko'pchilikda ilmiy chegaralarni o'rganadigan R&D guruhlari mavjud. Sayyoradagi deyarli har bir tashkilot so'nggi yillarda tezlik va samaradorlik uchun o'z biznes jarayonlarini qayta kashf qilish uchun tizimli ish olib bordi. G'alati, shuning uchun kamdan -kam kompaniyalar shunga o'xshash tirishqoqlikni eng muhim yangilik turiga qo'llaydilar: boshqaruv yangiliklari.

Nima uchun boshqaruv yangiliklari juda muhim? U boshqa yangilik turlaridan nimasi bilan farq qiladi? Qanday qilib siz va sizning kompaniyangiz ko'k tasma boshqaruvi bo'yicha innovatorga aylanishingiz mumkin? Sababidan boshlaylik.


Nima uchun, nima va qanday boshqaruv yangiliklari

Sizning kompaniyangizni boshqarish jarayonidagi yutuqlar - intellektual mulkni yaratish, brend yaratish, iste'dodlarni rivojlantirish - kuchli raqobatbardosh ustunliklarni beradi. Masalan, sanoat tadqiqot laboratoriyasini takomillashtirish orqali General Electric AQShning boshqa kompaniyalariga qaraganda ko'proq patent oldi. Va brend boshqaruvini inqilob qilib, Procter & amp Gamble har yili 1 milliard dollarga sotiladigan mahsulot portfelini yaratdi.

Shunga qaramay, aksariyat kompaniyalar innovatsion sa'y -harakatlarini yangi takliflarni ishlab chiqarishga yoki operatsion samaradorlikka erishishga qaratadilar - raqobatchilar tezda nusxa ko'chiradilar. Raqiblardan ustun turish uchun siz a ga aylanishingiz kerak ketma -ket boshqaruv innovatori, Sizning kompaniyangiz hal qiluvchi boshqaruv jarayonlarini qanday amalga oshirayotgani haqida muntazam ravishda yutuqlarga intiladi.

Serial boshqaruv yangiliklarining kalitlari? General Motors kabi katta muammoni hal qiling, chunki u keng tarqalgan kompaniyalar oilasini tartibga keltirish uchun bo'linma tuzilishini kashf etdi. Radikal boshqaruv tamoyillarini qidiring-Visa asoschilari o'z-o'zini tashkillashtirishni o'ylab topganidek-va birinchi aktsiyador bo'lmagan, tijorat a'zolik korxonasini yaratdilar. Toyota menejmentning odatiy e'tiqodlariga qarshi turing, bu Toyota kompaniyasi yuqori darajadagi rahbarlar emas, balki oldingi xodimlar - eng yaxshi jarayon innovatorlari bo'lishiga qaror qilib.

Raqobatchilar sizni boshqarishning navbatdagi buyuk yutug'iga yo'l qo'yib bera olmaysiz. Ketma -ket boshqaruv innovatori bo'lish orqali siz ishlashning yangi chegaralarini kesib o'tasiz va raqobatbardoshligingizni saqlab qolasiz.

Serial boshqaruv innovatori bo'lish uchun:

Katta muammoga sodiq qoling

Muammo qanchalik katta bo'lsa, innovatsion imkoniyatlar shuncha katta bo'ladi. Go'sht muammolarini aniqlash uchun so'rang:

Biz qanday qiyin savdolarni hech qachon to'g'ri deb hisoblamaymiz? Masalan, qisqa muddatli daromad olish uchun obsesif izlanishlar bizning yangi g'oyalarga sarmoya kiritish istagimizga putur etkazadimi? Bizning tashkilotimiz hajmi va ko'lamli afzalliklarini qidirib, kam harakat qilyaptimi? Yana qanday "yoki/yoki" ni "va" ga aylantira olamiz?

Bizning tashkilot nima yomon? Masalan, majburlashdan oldin o'zgartirish qiyinmi? Birinchi darajali xodimlarning tasavvurlarini ochish? Ilhomlantiruvchi ish muhitini yaratish? Byurokratiya yangilikni susaytirmasligini ta'minlash? Tasavvur qiling, "qila olmaysiz", siz "qila olasiz" ga aylanasiz.

Kelajakda bizni qanday qiyinchiliklar kutmoqda? Masalan, iste'molchi kuchining o'sishining oqibatlari qanday? Mahsulotlarni bir zumda tovarlashtirish? Ultra arzon raqobatchilar?

Pravoslavlikni boshqarishga da'vat qiling

An'anaviy donolik ko'pincha yangilikka to'sqinlik qiladi. Hamkasblaringizdan boshqaruvning muhim muammosi haqida nimalarga ishonishini so'rang. Umumiy e'tiqodlarni aniqlang. So'ngra, bu e'tiqodlar siz aniqlagan katta muammoni hal qilish qobiliyatingizga to'sqinlik qiladimi, deb so'rang. Agar shunday bo'lsa, yangi tushunchalarga yo'l ochadigan muqobil taxminlarni ko'rib chiqing. Misol:

Sizning kompaniyangizda o'zgarish haqidagi keng tarqalgan e'tiqod "o'zgarishni yuqoridan boshlash kerak" ni o'z ichiga olishi mumkin. Ammo bu e'tiqod sizning tashkilotingiz uchun zaharli bo'lishi mumkin. Nima uchun? Bu xodimlarni kompaniyaning biznes modeli yoki strategiyasiga ta'sir qila olmaydi deb o'ylashga majbur qiladi. Shunday qilib, ular tashkilotning doimiy yangilanishi uchun muhim tarkibiy qismlar va ishtiyoqni yo'qotadilar. Yana foydali muqobil e'tiqodmi? "O'zgarishlar bizning tashkilotimizning hamma joyidan boshlanishi kerak."

Analogiya kuchidan foydalaning

An'anaviy bo'lmagan tashkilotlarni aniqlang va sizning muammoingizni hal qilishga yordam beradigan amaliyotlarni qidiring. Misol:

Agar siz oddiy xodimlarning ko'zga ko'rinadigan loyihalarini moliyalashtirish g'oyalarini qidirsangiz, Bangladeshning Grameen bankini o'rganing. U kambag'allarga garov garovisiz va ozgina hujjatsiz mikrokreditlar beradi. 2004 yilga kelib qariyb 4 milliondan ziyod qarz oluvchilar o'z mablag'laridan o'zlariga va jamoalariga foyda keltiradigan kichik biznesni boshlash uchun foydalanadilar. Savol: Qanday qilib biz buni teng darajada osonlashtira olamiz bizning xodimlarimiz g'oyani moliyalashtirish uchun kapital olish kerakmi?

Boshqaruv yangiliklarini sinab ko'rish uchun chop etiladigan ishchi varaqlar uchun bu erni bosing.

Siz menejment bo'yicha yangilikmisiz? Siz tashkillashtirish, boshqarish, muvofiqlashtirish yoki rag'batlantirishning mutlaqo yangi usullarini kashf qildingizmi? Sizning kompaniyangiz menejment kashshofi? U menejmentga raqobatchilariga hasad qiladigan yangi yondashuvlarni kashf qildimi?

Bu muhimmi? Albatta qiladi. Boshqaruv tamoyillari va jarayonlarining yangiliklari uzoq muddatli ustunlikni yaratishi va raqobatbardosh pozitsiyada keskin o'zgarishlarga olib kelishi mumkin. So'nggi 100 yil mobaynida menejment yangiliklari, har qanday yangilikdan ko'ra, kompaniyalarga ishlashning yangi chegaralarini kesib o'tishga imkon berdi.

Ajablanarlisi shundaki, kamdan-kam kompaniyalar menejmentning doimiy yangilanishi uchun yaxshi tanlangan jarayonga ega. Ko'pgina korxonalarda mahsulotni innovatsiyalashning rasmiy metodologiyasi mavjud va ko'pchilikda ilmiy chegaralarni o'rganadigan R&D guruhlari mavjud. Sayyoradagi deyarli har bir tashkilot so'nggi yillarda tezlik va samaradorlik uchun o'z biznes jarayonlarini qayta kashf qilish uchun tizimli ish olib bordi. G'alati, shuning uchun kamdan -kam kompaniyalar shunga o'xshash tirishqoqlikni eng muhim yangilik turiga qo'llaydilar: boshqaruv yangiliklari.

Nima uchun boshqaruv yangiliklari juda muhim? U boshqa yangilik turlaridan nimasi bilan farq qiladi? Qanday qilib siz va sizning kompaniyangiz ko'k tasma boshqaruvi bo'yicha innovatorga aylanishingiz mumkin? Sababidan boshlaylik.


Nima uchun, nima va qanday boshqaruv yangiliklari

Sizning kompaniyangizni boshqarish jarayonidagi yutuqlar - intellektual mulkni yaratish, brend yaratish, iste'dodlarni rivojlantirish - kuchli raqobatbardosh ustunliklarni beradi. Masalan, sanoat tadqiqot laboratoriyasini takomillashtirish orqali General Electric AQShning boshqa kompaniyalariga qaraganda ko'proq patent oldi. Va brend boshqaruvini inqilob qilib, Procter & amp Gamble har yili 1 milliard dollarga sotiladigan mahsulot portfelini yaratdi.

Shunga qaramay, aksariyat kompaniyalar innovatsion sa'y -harakatlarini yangi takliflarni ishlab chiqarishga yoki operatsion samaradorlikka erishishga qaratadilar - raqobatchilar tezda nusxa ko'chiradilar. Raqiblardan ustun turish uchun siz a ga aylanishingiz kerak ketma -ket boshqaruv innovatori, Sizning kompaniyangiz hal qiluvchi boshqaruv jarayonlarini qanday amalga oshirayotgani haqida muntazam ravishda yutuqlarga intiladi.

Serial boshqaruv yangiliklarining kalitlari? General Motors kabi katta muammoni hal qiling, chunki u keng tarqalgan kompaniyalar oilasini tartibga keltirish uchun bo'linma tuzilishini kashf etdi. Radikal boshqaruv tamoyillarini qidiring-Visa asoschilari o'z-o'zini tashkillashtirishni o'ylab topganidek-va tijoratga a'zo bo'lmagan birinchi notijorat korxonasini yaratdilar. Toyota menejmentning odatiy e'tiqodlariga qarshi turing, buni Toyota eng yuqori darajadagi rahbarlar emas, balki eng yaxshi xodimlar - jarayonni eng yaxshi kashfiyotchisi qiladi, degan qarorga kelgan.

Raqobatchilar sizni boshqarishning navbatdagi buyuk yutug'iga yo'l qo'yib bera olmaysiz. Ketma -ket boshqaruv innovatori bo'lish orqali siz ishlashning yangi chegaralarini kesib o'tasiz va raqobatbardoshligingizni saqlab qolasiz.

Serial boshqaruv innovatori bo'lish uchun:

Katta muammoga sodiq qoling

Muammo qanchalik katta bo'lsa, innovatsion imkoniyatlar shuncha katta bo'ladi. Go'sht muammolarini aniqlash uchun so'rang:

Biz qanday qiyin savdolarni hech qachon to'g'ri deb hisoblamaymiz? Masalan, qisqa muddatli daromad olish uchun obsesif izlanishlar bizning yangi g'oyalarga sarmoya kiritish istagimizga putur etkazadimi? Bizning tashkilotimiz hajmi va ko'lamli afzalliklarini qidirib, kam harakat qilyaptimi? Yana qanday "yoki/yoki" ni "va" ga aylantira olamiz?

Bizning tashkilot nima yomon? Masalan, majburlashdan oldin o'zgartirish qiyinmi? Birinchi darajali xodimlarning tasavvurlarini ochish? Ilhomlantiruvchi ish muhitini yaratish? Byurokratiya yangilikni susaytirmasligini ta'minlash? Tasavvur qiling, "qila olmaysiz", siz "qila olasiz" ga aylanasiz.

Kelajakda bizni qanday qiyinchiliklar kutmoqda? Masalan, iste'molchi kuchining o'sishining oqibatlari qanday? Mahsulotlarni bir zumda tovarlashtirish? Ultra arzon raqobatchilar?

Pravoslavlikni boshqarishga da'vat qiling

An'anaviy donolik ko'pincha yangilikka to'sqinlik qiladi. Hamkasblaringizdan boshqaruvning muhim muammosi haqida nimalarga ishonishini so'rang. Umumiy e'tiqodlarni aniqlang. So'ngra, bu e'tiqodlar siz aniqlagan katta muammoni hal qilish qobiliyatingizga to'sqinlik qiladimi, deb so'rang. Agar shunday bo'lsa, yangi tushunchalarga yo'l ochadigan muqobil taxminlarni ko'rib chiqing. Misol:

Sizning kompaniyangizda o'zgarish haqidagi keng tarqalgan e'tiqod "o'zgarishni yuqoridan boshlash kerak" ni o'z ichiga olishi mumkin. Ammo bu e'tiqod sizning tashkilotingiz uchun zaharli bo'lishi mumkin. Nima uchun? Bu xodimlarni kompaniyaning biznes modeli yoki strategiyasiga ta'sir qila olmaydi deb o'ylashga majbur qiladi. Shunday qilib, ular tashkilotning doimiy yangilanishi uchun muhim tarkibiy qismlar va ishtiyoqni yo'qotadilar. Yana foydali muqobil e'tiqodmi? "O'zgarishlar bizning tashkilotimizning hamma joyidan boshlanishi kerak."

Analogiya kuchidan foydalaning

An'anaviy bo'lmagan tashkilotlarni aniqlang va sizning muammoingizni hal qilishga yordam beradigan amaliyotlarni qidiring. Misol:

Agar siz oddiy xodimlarning ko'zga ko'rinadigan loyihalarini moliyalashtirish g'oyalarini qidirsangiz, Bangladeshning Grameen bankini o'rganing. U kambag'allarga garov garovisiz va ozgina hujjatsiz mikrokreditlar beradi. 2004 yilga kelib qariyb 4 milliondan ziyod qarz oluvchilar o'z mablag'laridan o'zlariga va jamoalariga foyda keltiradigan kichik biznesni boshlash uchun foydalanadilar. Savol: Qanday qilib biz buni teng darajada osonlashtira olamiz bizning xodimlarimiz g'oyani moliyalashtirish uchun kapital olish kerakmi?

Boshqaruv yangiliklarini sinab ko'rish uchun chop etiladigan ishchi varaqlar uchun bu erni bosing.

Siz menejment innovatorisiz? Siz tashkillashtirish, boshqarish, muvofiqlashtirish yoki rag'batlantirishning mutlaqo yangi usullarini kashf qildingizmi? Sizning kompaniyangiz menejment kashshofi? U menejmentga raqobatchilariga hasad qiladigan yangi yondashuvlarni kashf qildimi?

Bu muhimmi? Albatta qiladi. Boshqaruv tamoyillari va jarayonlarining yangiliklari uzoq muddatli ustunlikni yaratishi va raqobatbardosh pozitsiyada keskin o'zgarishlarga olib kelishi mumkin. So'nggi 100 yil mobaynida menejment yangiliklari, har qanday yangilikdan ko'ra, kompaniyalarga ishlashning yangi chegaralarini kesib o'tishga imkon berdi.

Ajablanarlisi shundaki, kamdan-kam kompaniyalar menejmentning doimiy yangilanishi uchun yaxshi tanlangan jarayonga ega. Ko'pgina korxonalarda mahsulotni innovatsiyalashning rasmiy metodologiyasi mavjud va ko'pchilikda ilmiy chegaralarni o'rganadigan R&D guruhlari mavjud. Sayyoradagi deyarli har bir tashkilot so'nggi yillarda tezlik va samaradorlik uchun o'z biznes jarayonlarini qayta kashf qilish uchun tizimli ish olib bordi. G'alati, shuning uchun kamdan -kam kompaniyalar shunga o'xshash tirishqoqlikni eng muhim yangilik turiga qo'llaydilar: boshqaruv yangiliklari.

Nima uchun boshqaruv yangiliklari juda muhim? U boshqa yangilik turlaridan nimasi bilan farq qiladi? Qanday qilib siz va sizning kompaniyangiz ko'k tasma boshqaruvi bo'yicha innovatorga aylanishingiz mumkin? Sababidan boshlaylik.


Nima uchun, nima va qanday boshqaruv yangiliklari

Sizning kompaniyangizni boshqarish jarayonidagi yutuqlar - intellektual mulkni yaratish, brend yaratish, iste'dodlarni rivojlantirish - kuchli raqobatbardosh ustunliklarni beradi. Masalan, sanoat tadqiqot laboratoriyasini takomillashtirish orqali General Electric AQShning boshqa kompaniyalariga qaraganda ko'proq patent oldi. Va brend boshqaruvini inqilob qilib, Procter & amp Gamble har yili 1 milliard dollarga sotiladigan mahsulot portfelini yaratdi.

Shunga qaramay, aksariyat kompaniyalar innovatsion sa'y -harakatlarini yangi takliflarni ishlab chiqarishga yoki operatsion samaradorlikka erishishga qaratadilar - raqobatchilar tezda nusxa ko'chiradilar. Raqiblardan ustun turish uchun siz a ga aylanishingiz kerak ketma -ket boshqaruv innovatori, Sizning kompaniyangiz hal qiluvchi boshqaruv jarayonlarini qanday amalga oshirayotgani haqida muntazam ravishda yutuqlarga intiladi.

Serial boshqaruv yangiliklarining kalitlari? General Motors kabi katta muammoni hal qiling, chunki u keng tarqalgan kompaniyalar oilasini tartibga keltirish uchun bo'linma tuzilishini kashf etdi. Radikal boshqaruv tamoyillarini qidiring-Visa asoschilari o'z-o'zini tashkillashtirishni o'ylab topganidek-va tijoratga a'zo bo'lmagan birinchi notijorat korxonasini yaratdilar. Toyota menejmentning odatiy e'tiqodlariga qarshi turing, buni Toyota eng yuqori darajadagi rahbarlar emas, balki eng yaxshi xodimlar - jarayonni eng yaxshi kashfiyotchisi qiladi, degan qarorga kelgan.

Raqobatchilar sizni boshqarishning navbatdagi buyuk yutug'iga yo'l qo'yib bera olmaysiz. Ketma -ket boshqaruv innovatori bo'lish orqali siz ishlashning yangi chegaralarini kesib o'tasiz va raqobatbardoshligingizni saqlab qolasiz.

Serial boshqaruv innovatori bo'lish uchun:

Katta muammoga sodiq qoling

Muammo qanchalik katta bo'lsa, innovatsion imkoniyatlar shuncha katta bo'ladi. Go'sht muammolarini aniqlash uchun so'rang:

Biz qanday qiyin savdolarni hech qachon to'g'ri deb hisoblamaymiz? Masalan, qisqa muddatli daromad olish uchun obsesif izlanishlar bizning yangi g'oyalarga sarmoya kiritish istagimizga putur etkazadimi? Bizning tashkilotimiz o'lcham va miqyosdagi afzalliklarga intilayotganda kamroq harakat qilyaptimi? Yana qanday "yoki/yoki" ni "va" ga aylantirishimiz mumkin?

Bizning tashkilot nima yomon? Masalan, majburlashimizdan oldin o'zgartirish qiyinmi? Unleashing first-line employees’ imaginations? Creating an inspiring work environment? Ensuring that bureaucracy doesn’t smother innovation? Imagine a “can’t do” that you can turn into a “can do.”

What challenges will the future hold for us? For example, what are the ramifications of escalating consumer power? Near-instant commoditization of products? Ultra low-cost rivals?

Challenge Your Management Orthodoxies

Conventional wisdom often obstructs innovation. Ask your colleagues what they believe about a critical management issue. Identify beliefs held in common. Then ask if these beliefs inhibit your ability to tackle the big problem you’ve identified. If so, consider alternative assumptions that could open the door to fresh insights. Example:

In your firm, common beliefs about change might include “change must start at the top.” But this belief may be toxic to your organization. Nima uchun? It makes employees assume that they can’t influence the company’s business model or strategy. Thus they withhold their full engagement and passion—essential ingredients for continual organizational renewal. A more helpful alternative belief? “Change must start everywhere in our organization.”

Exploit the Power of Analogy

Identify decidedly unconventional organizations, and look for the practices they apply that might help you solve your problem. Example:

If you seek ideas for funding ordinary employees’ glimmer-in-the-eye projects, study Bangladesh’s Grameen Bank. It makes micro-loans to poor people with no collateral requirement and little paperwork. Borrowers—which by 2004 numbered more than 4 million—use the funds to start small businesses that benefit themselves and their communities. Ask: How can we make it equally easy for our employees to get capital to fund an idea?

Click here for printable worksheets to test your management innovation.

Are you a management innovator? Have you discovered entirely new ways to organize, lead, coordinate, or motivate? Is your company a management pioneer? Has it invented novel approaches to management that are the envy of its competitors?

Does it matter? It sure does. Innovation in management principles and processes can create long-lasting advantage and produce dramatic shifts in competitive position. Over the past 100 years, management innovation, more than any other kind of innovation, has allowed companies to cross new performance thresholds.

Yet strangely enough, few companies have a well-honed process for continuous management innovation. Most businesses have a formal methodology for product innovation, and many have R&D groups that explore the frontiers of science. Virtually every organization on the planet has in recent years worked systematically to reinvent its business processes for the sake of speed and efficiency. How odd, then, that so few companies apply a similar degree of diligence to the kind of innovation that matters most: management innovation.

Why is management innovation so vital? What makes it different from other kinds of innovation? How can you and your company become blue-ribbon management innovators? Let’s start with the why.


The Why, What, and How of Management Innovation

Breakthroughs in your company’s management processes—such as creation of intellectual property, brand building, talent development—deliver potent competitive advantages. By perfecting the industrial research laboratory, for example, General Electric won more patents than any other U.S. company. And by revolutionizing brand management, Procter & Gamble created a product portfolio that scores $1 billion in sales annually.

Yet most companies focus their innovation efforts on developing new offerings or achieving operational efficiencies—gains competitors quickly copy. To stay ahead of rivals, you must become a serial management innovator, systematically seeking breakthroughs in how your company executes crucial managerial processes.

The keys to serial management innovation? Tackle a big problem—as General Motors did by inventing the divisional structure to bring order to its sprawling family of companies. Search for radical management principles—as Visa’s founders did when they envisioned self-organization—and created the first non-stock, for-profit membership enterprise. Challenge conventional management beliefs, which Toyota did by deciding that frontline employees—not top executives—make the best process innovators.

You can’t afford to let rivals beat you to the next great management breakthrough. By becoming a serial management innovator, you cross new performance thresholds—and sustain your competitive edge.

To become a serial management innovator:

Commit to a Big Problem

The bigger the problem you’re facing, the bigger the innovation opportunity. To identify meaty problems, ask:

What tough trade-offs do we never get right? For example, does obsessive pursuit of short-term earnings undermine our willingness to invest in new ideas? Is our organization growing less agile while pursuing size and scale advantages? What other “either/or’s” can we turn into “and’s”?

What is our organization bad at? For instance, do we have trouble changing before we’re forced to? Unleashing first-line employees’ imaginations? Creating an inspiring work environment? Ensuring that bureaucracy doesn’t smother innovation? Imagine a “can’t do” that you can turn into a “can do.”

What challenges will the future hold for us? For example, what are the ramifications of escalating consumer power? Near-instant commoditization of products? Ultra low-cost rivals?

Challenge Your Management Orthodoxies

Conventional wisdom often obstructs innovation. Ask your colleagues what they believe about a critical management issue. Identify beliefs held in common. Then ask if these beliefs inhibit your ability to tackle the big problem you’ve identified. If so, consider alternative assumptions that could open the door to fresh insights. Example:

In your firm, common beliefs about change might include “change must start at the top.” But this belief may be toxic to your organization. Nima uchun? It makes employees assume that they can’t influence the company’s business model or strategy. Thus they withhold their full engagement and passion—essential ingredients for continual organizational renewal. A more helpful alternative belief? “Change must start everywhere in our organization.”

Exploit the Power of Analogy

Identify decidedly unconventional organizations, and look for the practices they apply that might help you solve your problem. Example:

If you seek ideas for funding ordinary employees’ glimmer-in-the-eye projects, study Bangladesh’s Grameen Bank. It makes micro-loans to poor people with no collateral requirement and little paperwork. Borrowers—which by 2004 numbered more than 4 million—use the funds to start small businesses that benefit themselves and their communities. Ask: How can we make it equally easy for our employees to get capital to fund an idea?

Click here for printable worksheets to test your management innovation.

Are you a management innovator? Have you discovered entirely new ways to organize, lead, coordinate, or motivate? Is your company a management pioneer? Has it invented novel approaches to management that are the envy of its competitors?

Does it matter? It sure does. Innovation in management principles and processes can create long-lasting advantage and produce dramatic shifts in competitive position. Over the past 100 years, management innovation, more than any other kind of innovation, has allowed companies to cross new performance thresholds.

Yet strangely enough, few companies have a well-honed process for continuous management innovation. Most businesses have a formal methodology for product innovation, and many have R&D groups that explore the frontiers of science. Virtually every organization on the planet has in recent years worked systematically to reinvent its business processes for the sake of speed and efficiency. How odd, then, that so few companies apply a similar degree of diligence to the kind of innovation that matters most: management innovation.

Why is management innovation so vital? What makes it different from other kinds of innovation? How can you and your company become blue-ribbon management innovators? Let’s start with the why.


The Why, What, and How of Management Innovation

Breakthroughs in your company’s management processes—such as creation of intellectual property, brand building, talent development—deliver potent competitive advantages. By perfecting the industrial research laboratory, for example, General Electric won more patents than any other U.S. company. And by revolutionizing brand management, Procter & Gamble created a product portfolio that scores $1 billion in sales annually.

Yet most companies focus their innovation efforts on developing new offerings or achieving operational efficiencies—gains competitors quickly copy. To stay ahead of rivals, you must become a serial management innovator, systematically seeking breakthroughs in how your company executes crucial managerial processes.

The keys to serial management innovation? Tackle a big problem—as General Motors did by inventing the divisional structure to bring order to its sprawling family of companies. Search for radical management principles—as Visa’s founders did when they envisioned self-organization—and created the first non-stock, for-profit membership enterprise. Challenge conventional management beliefs, which Toyota did by deciding that frontline employees—not top executives—make the best process innovators.

You can’t afford to let rivals beat you to the next great management breakthrough. By becoming a serial management innovator, you cross new performance thresholds—and sustain your competitive edge.

To become a serial management innovator:

Commit to a Big Problem

The bigger the problem you’re facing, the bigger the innovation opportunity. To identify meaty problems, ask:

What tough trade-offs do we never get right? For example, does obsessive pursuit of short-term earnings undermine our willingness to invest in new ideas? Is our organization growing less agile while pursuing size and scale advantages? What other “either/or’s” can we turn into “and’s”?

What is our organization bad at? For instance, do we have trouble changing before we’re forced to? Unleashing first-line employees’ imaginations? Creating an inspiring work environment? Ensuring that bureaucracy doesn’t smother innovation? Imagine a “can’t do” that you can turn into a “can do.”

What challenges will the future hold for us? For example, what are the ramifications of escalating consumer power? Near-instant commoditization of products? Ultra low-cost rivals?

Challenge Your Management Orthodoxies

Conventional wisdom often obstructs innovation. Ask your colleagues what they believe about a critical management issue. Identify beliefs held in common. Then ask if these beliefs inhibit your ability to tackle the big problem you’ve identified. If so, consider alternative assumptions that could open the door to fresh insights. Example:

In your firm, common beliefs about change might include “change must start at the top.” But this belief may be toxic to your organization. Nima uchun? It makes employees assume that they can’t influence the company’s business model or strategy. Thus they withhold their full engagement and passion—essential ingredients for continual organizational renewal. A more helpful alternative belief? “Change must start everywhere in our organization.”

Exploit the Power of Analogy

Identify decidedly unconventional organizations, and look for the practices they apply that might help you solve your problem. Example:

If you seek ideas for funding ordinary employees’ glimmer-in-the-eye projects, study Bangladesh’s Grameen Bank. It makes micro-loans to poor people with no collateral requirement and little paperwork. Borrowers—which by 2004 numbered more than 4 million—use the funds to start small businesses that benefit themselves and their communities. Ask: How can we make it equally easy for our employees to get capital to fund an idea?

Click here for printable worksheets to test your management innovation.

Are you a management innovator? Have you discovered entirely new ways to organize, lead, coordinate, or motivate? Is your company a management pioneer? Has it invented novel approaches to management that are the envy of its competitors?

Does it matter? It sure does. Innovation in management principles and processes can create long-lasting advantage and produce dramatic shifts in competitive position. Over the past 100 years, management innovation, more than any other kind of innovation, has allowed companies to cross new performance thresholds.

Yet strangely enough, few companies have a well-honed process for continuous management innovation. Most businesses have a formal methodology for product innovation, and many have R&D groups that explore the frontiers of science. Virtually every organization on the planet has in recent years worked systematically to reinvent its business processes for the sake of speed and efficiency. How odd, then, that so few companies apply a similar degree of diligence to the kind of innovation that matters most: management innovation.

Why is management innovation so vital? What makes it different from other kinds of innovation? How can you and your company become blue-ribbon management innovators? Let’s start with the why.


The Why, What, and How of Management Innovation

Breakthroughs in your company’s management processes—such as creation of intellectual property, brand building, talent development—deliver potent competitive advantages. By perfecting the industrial research laboratory, for example, General Electric won more patents than any other U.S. company. And by revolutionizing brand management, Procter & Gamble created a product portfolio that scores $1 billion in sales annually.

Yet most companies focus their innovation efforts on developing new offerings or achieving operational efficiencies—gains competitors quickly copy. To stay ahead of rivals, you must become a serial management innovator, systematically seeking breakthroughs in how your company executes crucial managerial processes.

The keys to serial management innovation? Tackle a big problem—as General Motors did by inventing the divisional structure to bring order to its sprawling family of companies. Search for radical management principles—as Visa’s founders did when they envisioned self-organization—and created the first non-stock, for-profit membership enterprise. Challenge conventional management beliefs, which Toyota did by deciding that frontline employees—not top executives—make the best process innovators.

You can’t afford to let rivals beat you to the next great management breakthrough. By becoming a serial management innovator, you cross new performance thresholds—and sustain your competitive edge.

To become a serial management innovator:

Commit to a Big Problem

The bigger the problem you’re facing, the bigger the innovation opportunity. To identify meaty problems, ask:

What tough trade-offs do we never get right? For example, does obsessive pursuit of short-term earnings undermine our willingness to invest in new ideas? Is our organization growing less agile while pursuing size and scale advantages? What other “either/or’s” can we turn into “and’s”?

What is our organization bad at? For instance, do we have trouble changing before we’re forced to? Unleashing first-line employees’ imaginations? Creating an inspiring work environment? Ensuring that bureaucracy doesn’t smother innovation? Imagine a “can’t do” that you can turn into a “can do.”

What challenges will the future hold for us? For example, what are the ramifications of escalating consumer power? Near-instant commoditization of products? Ultra low-cost rivals?

Challenge Your Management Orthodoxies

Conventional wisdom often obstructs innovation. Ask your colleagues what they believe about a critical management issue. Identify beliefs held in common. Then ask if these beliefs inhibit your ability to tackle the big problem you’ve identified. If so, consider alternative assumptions that could open the door to fresh insights. Example:

In your firm, common beliefs about change might include “change must start at the top.” But this belief may be toxic to your organization. Nima uchun? It makes employees assume that they can’t influence the company’s business model or strategy. Thus they withhold their full engagement and passion—essential ingredients for continual organizational renewal. A more helpful alternative belief? “Change must start everywhere in our organization.”

Exploit the Power of Analogy

Identify decidedly unconventional organizations, and look for the practices they apply that might help you solve your problem. Example:

If you seek ideas for funding ordinary employees’ glimmer-in-the-eye projects, study Bangladesh’s Grameen Bank. It makes micro-loans to poor people with no collateral requirement and little paperwork. Borrowers—which by 2004 numbered more than 4 million—use the funds to start small businesses that benefit themselves and their communities. Ask: How can we make it equally easy for our employees to get capital to fund an idea?

Click here for printable worksheets to test your management innovation.

Are you a management innovator? Have you discovered entirely new ways to organize, lead, coordinate, or motivate? Is your company a management pioneer? Has it invented novel approaches to management that are the envy of its competitors?

Does it matter? It sure does. Innovation in management principles and processes can create long-lasting advantage and produce dramatic shifts in competitive position. Over the past 100 years, management innovation, more than any other kind of innovation, has allowed companies to cross new performance thresholds.

Yet strangely enough, few companies have a well-honed process for continuous management innovation. Most businesses have a formal methodology for product innovation, and many have R&D groups that explore the frontiers of science. Virtually every organization on the planet has in recent years worked systematically to reinvent its business processes for the sake of speed and efficiency. How odd, then, that so few companies apply a similar degree of diligence to the kind of innovation that matters most: management innovation.

Why is management innovation so vital? What makes it different from other kinds of innovation? How can you and your company become blue-ribbon management innovators? Let’s start with the why.


The Why, What, and How of Management Innovation

Breakthroughs in your company’s management processes—such as creation of intellectual property, brand building, talent development—deliver potent competitive advantages. By perfecting the industrial research laboratory, for example, General Electric won more patents than any other U.S. company. And by revolutionizing brand management, Procter & Gamble created a product portfolio that scores $1 billion in sales annually.

Yet most companies focus their innovation efforts on developing new offerings or achieving operational efficiencies—gains competitors quickly copy. To stay ahead of rivals, you must become a serial management innovator, systematically seeking breakthroughs in how your company executes crucial managerial processes.

The keys to serial management innovation? Tackle a big problem—as General Motors did by inventing the divisional structure to bring order to its sprawling family of companies. Search for radical management principles—as Visa’s founders did when they envisioned self-organization—and created the first non-stock, for-profit membership enterprise. Challenge conventional management beliefs, which Toyota did by deciding that frontline employees—not top executives—make the best process innovators.

You can’t afford to let rivals beat you to the next great management breakthrough. By becoming a serial management innovator, you cross new performance thresholds—and sustain your competitive edge.

To become a serial management innovator:

Commit to a Big Problem

The bigger the problem you’re facing, the bigger the innovation opportunity. To identify meaty problems, ask:

What tough trade-offs do we never get right? For example, does obsessive pursuit of short-term earnings undermine our willingness to invest in new ideas? Is our organization growing less agile while pursuing size and scale advantages? What other “either/or’s” can we turn into “and’s”?

What is our organization bad at? For instance, do we have trouble changing before we’re forced to? Unleashing first-line employees’ imaginations? Creating an inspiring work environment? Ensuring that bureaucracy doesn’t smother innovation? Imagine a “can’t do” that you can turn into a “can do.”

What challenges will the future hold for us? For example, what are the ramifications of escalating consumer power? Near-instant commoditization of products? Ultra low-cost rivals?

Challenge Your Management Orthodoxies

Conventional wisdom often obstructs innovation. Ask your colleagues what they believe about a critical management issue. Identify beliefs held in common. Then ask if these beliefs inhibit your ability to tackle the big problem you’ve identified. If so, consider alternative assumptions that could open the door to fresh insights. Example:

In your firm, common beliefs about change might include “change must start at the top.” But this belief may be toxic to your organization. Nima uchun? It makes employees assume that they can’t influence the company’s business model or strategy. Thus they withhold their full engagement and passion—essential ingredients for continual organizational renewal. A more helpful alternative belief? “Change must start everywhere in our organization.”

Exploit the Power of Analogy

Identify decidedly unconventional organizations, and look for the practices they apply that might help you solve your problem. Example:

If you seek ideas for funding ordinary employees’ glimmer-in-the-eye projects, study Bangladesh’s Grameen Bank. It makes micro-loans to poor people with no collateral requirement and little paperwork. Borrowers—which by 2004 numbered more than 4 million—use the funds to start small businesses that benefit themselves and their communities. Ask: How can we make it equally easy for our employees to get capital to fund an idea?

Click here for printable worksheets to test your management innovation.

Are you a management innovator? Have you discovered entirely new ways to organize, lead, coordinate, or motivate? Is your company a management pioneer? Has it invented novel approaches to management that are the envy of its competitors?

Does it matter? It sure does. Innovation in management principles and processes can create long-lasting advantage and produce dramatic shifts in competitive position. Over the past 100 years, management innovation, more than any other kind of innovation, has allowed companies to cross new performance thresholds.

Yet strangely enough, few companies have a well-honed process for continuous management innovation. Most businesses have a formal methodology for product innovation, and many have R&D groups that explore the frontiers of science. Virtually every organization on the planet has in recent years worked systematically to reinvent its business processes for the sake of speed and efficiency. How odd, then, that so few companies apply a similar degree of diligence to the kind of innovation that matters most: management innovation.

Why is management innovation so vital? What makes it different from other kinds of innovation? How can you and your company become blue-ribbon management innovators? Let’s start with the why.


Videoni tomosha qiling: New Crispy Chicken Sandwich. McDonalds (Noyabr 2021).