Every year hospitals waste millions of dollars on misused or overused items, such as disposables, general supplies, laundry, uniforms and food. Changing a wasteful culture starts with identifying and correcting processes that that are detrimental to the inventory management process. However, this type of change is easier said than done. It is often difficult for hospital executives to implement a new framework of operations on every floor – they neither have the time nor the resources to execute a plan of this size and scope.
It seems obvious enough that excellent customer service is something every bank, or any public-facing business for that matter, should strive for. With so many options for customers to choose from, customer service is the "x-factor" that banks need to stand out from the crowd. To the average person, banks all look the same from the outside, but it's what's on the inside that will keep them coming back for more.
Due to the influx of patients caused by health care reform, doctors barely have enough time to see patients let alone pharmaceutical sales reps. Since the chances of spending quality time in front of a doctor are now few and far between,
The term “big data” is getting a lot of attention these days, but for all the wrong reasons. In theory, the concept of big data analytics – acquiring systems to analyze large quantities of data – makes sense for businesses inundated with information.
Over the years, many chief executives have voiced their frustration with the process of transforming a vision into reality. One CEO in particular compared it to a high-performance sports car without any gas. By the same token, the "fuel" is often missing from an executive's ability to drive multiple initiatives that move a company forward. The key is overcoming gaps that exist between a company's current state and desired future state.
The CEO of a retail banking firm wished he knew the answer to this question. At the time, he was very dissatisfied with the service levels across his network of more than 1,000 branches. An employee survey and root cause analysis revealed that 88% of staff felt
Recently, a CEO asked us why his attempts to replicate the success of his top performing site in other locations were not working. Product and processes were mostly the same, so what was preventing this from happening?
Through our detailed studies, we have observed that workers spend 1.7 days a week on unproductive activities. See our infographic to learn more.
Most firms operate well below their true capacity.
The big question for most organizations is not whether the people in charge are good leaders, but do they know how to manage? Our observations suggest poor management is a key reason why so many companies are failing to
Understanding why so many change programs fail is an important step in driving successful change.
Multiple factors are combining to intensify the pressures on chief executives to realize the full potential of their business within shorter and shorter time frames. Faced with this reality, the challenges facing every chief executive are daunting. And yet, in
spite of the rising tide of change at the top, many regularly and consistently execute their strategy with precision and flair to deliver solid results for the company and their stakeholders.
Managing talent is a critical tool in enabling a company to achieve its business goals. Investing in human capital to develop skills, capacity, flexibility and adaptability creates a solid foundation for long term competitive advantage. By managing talent effectively, companies can both speed growth and amplify results. But whilst many organisations have expressed their commitment to developing a sturdy pipeline of talent, many are failing to make this happen in reality and generate the results desired.
A workable solution to alleviate the stresses from the constricted talent pool
by Jon Wylie, COO Global Mining and Metals, Alexander Proudfoot
The shortage of skilled labour is now the second most critical issue affecting the sector. As companies, especially those in the emerging markets look to start new projects or ramp up existing ones, the severely constricted talent pool is increasingly putting projects at risk.
The defining characteristics that separate the best from the rest
With demand stagnating across most of the developed economies and faltering across many of the developing countries, identifying and steadfastly pursuing a path to prosperity is complex and demanding for the one at the helm, the company’s chief executive
Harnessing the collective expertise of the management team to drive effective execution
The key to effective execution is to lead from the top. But, by top, we mean not just the chief executive rather the entire C-Suite team. By tapping into the combined strengths of the management team as a whole, exploiting their diversity and fully harnessing their collective expertise, a chief executive officer has, within easy grasp, the potential to achieve the company’s goals that much faster, thereby driving true competitive advantage.
