Operational Excellence
For decades, it’s been clear that when IT is involved, operational excellence is dependent on the optimized intersection of people, process and technology. Numerous approaches have been proposed and popularized over the years, from Total Quality Management and quality work circles through approaches such as ITIL, Six Sigma and Lean, along with work by the likes of Hammer and Champy, Deming, Juran, Crosby, Nolan Norton, Taichi Ohno, Peter Drucker, and many more. With all of these approaches having been put forth, If nothing else, it’s clear that operational excellence will not be achieved by simply following a cookbook recipe.
Management Partners has deep hands-on experience in numerous approaches to achieving operational excellence, with extensive knowledge and expertise managing all aspects of the “golden triangle”: people, process and technology to drive improved outcomes. Far beyond promoting rote methodology, we have hands on expertise in each of these areas, including:
Organization Improvement
For decades, it’s been clear that when IT is involved, operational excellence is dependent on the optimized intersection of people, process and technology. Numerous approaches have been proposed and popularized over the years, from Total Quality Management and quality work circles through approaches such as ITIL, Six Sigma and Lean, along with work by the likes of Hammer and Champy, Deming, Juran, Crosby, Nolan Norton, Taichi Ohno, Peter Drucker, and many more. With all of these approaches having been put forth, If nothing else, it’s clear that operational excellence will not be achieved by simply following a cookbook recipe.
Management Partners has deep hands-on experience in numerous approaches to achieving operational excellence, with extensive knowledge and expertise managing all aspects of the “golden triangle”: people, process and technology to drive improved outcomes. Far beyond promoting rote methodology, we have hands on expertise in each of these areas, including:
Organization Improvement
- Assessment of roles and capabilities
- Organization alignment with IT / business needs
- Role / personnel realignment
- Road-mapping and organization transition
- Re-engineering, BPR, Lean, Six Sigma
- Current state process mapping
- Future state optimization and transition planning
- Outcome driven transformation and assessment
- IT as a customer facing service
- Measurable costs and specific outcomes
- KPIs that align explicitly to business priorities
- Balanced Scorecards
- Objective assessment, continual improvement
- ITIL v3, MOF (Microsoft Operations Framework)
- Tool planning/implementation (ServiceNow, etc.)
- Balancing performance, risk and transparency
- IT and Information Security
- Standards, Assessment, Remediation
- Key Controls