Business and organizational development is about business process change: not as in “process change – the event”, but “process change – the journey“.  Your business processes change in response to market forces, competition, regulations, customer demand, the economy, culture, personal beliefs, and many other factors.  The question isn’t about what is causing the business process changes — we know your business processes are going to change — the question is…

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What a year this was. A new policies and procedures manual. New training courses. And, most importantly, over 50 articles on various aspects of business management and process improvement. Our goal here at Bizmanualz is to help you streamline your processes and improve your business performance. If our articles help you achieve this in any way, we feel like we have succeeded.

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Last week we talked about the continual improvement journey at CTMT Data Center. This week we will discuss Ram Jack Foundation Systems, an internationally recognized structural repair company with the latest foundation repair technology and a tradition of the highest standards in customer care. 

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Question of the month: How are your vision and strategy related?

With the arrival of the new year, our articles covered strategy and vision. Successful leaders are adept at weaving strategy into their business. You do this by using your vision, your end-to-end process design and the action steps required to make it all happen.

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Your vision is starting to come together. Last week we reviewed your business model in the form of your end-to-end process design, which defines your organizations capability to deliver your vision. At this point you should begin to see a number of gaps between your

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Last week we explored your vision for the New Year and produced an idea for a vision. Now let’s review your business model and see how your end-to-end process design stacks up to deliver your vision.

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The New Year is here (almost) and it’s time to roll out your strategy for the coming year. We started last year by looking at organizational leadership. This year we’ll look at how leaders lead by weaving strategy into their business. 

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Last Month we discussed leadership metrics, leading teams and overall management leadership. But we cannot discuss leadership and teams without discussing supply chains. After all, your supply chain is a

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Last week we discussed management leadership as not settling for less and introduced inventory turns as a critical performance metric. This week let’s explore an even more important set of metrics

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Part Two of a Four-Part Series

Last week, we raised the question: How do you know where to begin? How can you identify a gap in one of your company’s core processes?

The answer:

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