Deep Change : How Operational Innovation Can Transform Your Company  

Oleh:

Hammer, Michael

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 82 no. 4 (Apr. 2004), page 84-95.
Topik: innovation; business processes; change management; competition; competitive advantage; innovation; leadership; operations management; organizational structure

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.25 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Breakthrough innovations - not just steady improvements - in operations can destroy competitors and shake up entire industries. Just look at Dell, Toyota, and Wal - Mart. But fewer than 10 % of large companies have made serious attempts to achieve operational innovation. Why ? One reason, contends the author, is that business culture undervalues operations - they're not as sexy as deals or acquisitions. In addition, many executives who rose through the ranks of finance or sales aren't familiar with operations - and they aren't interested in learning more. Finally, because no one holds the title vice - president of operational innovation, it doesn't have a natural home in the organization, so it's easily overlooked. Fortunately, all of these barriers can be overcome. This article offers practical advice on how to develop operational innovations, such as looking for role models outside your industry to emulate and identifying - and then defying - constraining assumptions about how work should be done. The author also discusses the best way to implement operational innovations. For instance, because they are disruptive by nature, projects should be concentrated in those activities with the greatest impact on enterprise strategic goals. Operational innovation may feel unglamorous or unfamiliar to many executives, but it is the only lasting basis for superior performance.

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