Download Change or Die: The Business Process Improvement Manual, by Maxine Attong, Terrence Metz
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Change or Die: The Business Process Improvement Manual, by Maxine Attong, Terrence Metz
Download Change or Die: The Business Process Improvement Manual, by Maxine Attong, Terrence Metz
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Leadership success depends on clarifying and simplifying complex problems while maintaining a positive outlook. Change or Die - The Business Process Improvement Manual provides you with the tools to do so. Packed with more than 70 pages of workshop tools, agendas, and activities that detail each of the six stages of the business process improvement (BPI) method, it presents a BPI method that promotes the use of facilitator-led workshops to help you and your team make better decisions.
Developed from empirical research and bolstered by the results of client experience from hundreds of hours of facilitated workshops and BPI activity, Change or Die employs the authors' ENGAGE methodology. To ensure your team achieves its deliverables, the authors walk you through each BPI method. In each chapter you will find:
- Objectives and deliverables clearly identified
- Real-world examples from companies the authors have worked with―presented using a global manufacturer as an example
- Activities, questionnaires, and examples
- A self-assessment tool to help you measure progress, identify gaps in team performance, and determine team readiness for the next stage
This resource-rich book includes a CD with supplemental activities, challenges, facilitated workshops, templates, tables, and questionnaires―tools designed to ease each participant’s path to project success.
- Sales Rank: #1380855 in Books
- Published on: 2012-07-13
- Original language: English
- Number of items: 1
- Dimensions: 9.00" h x 6.00" w x .75" l, 1.20 pounds
- Binding: Paperback
- 378 pages
About the Author
Maxine Attong is passionate about writing, facilitation, and business process improvement. Her strong belief in the power of facilitated teams, the creativity of human beings, and the need for alignment between strategy and process has served as impetus to document her thoughts and experiences in the business process improvements field. Maxine is a graduate of the University of the West Indies (BSc., Accounting) and a Certified Management Accountant (Society of Management Accountants, Ontario). She is also a Certified Manager of Quality with the American Society for Quality, and a life and business coach. Maxine is the chief executive officer of eink Global Company Limited. The company exists to "enhance vision―one process at a time."
Terrence Metz is a founding principal partner and vice president at Morgan Madison and Company. For more than 20 years, through professional and academic endeavors, Terrence has focused on teaching people how to think rather than what to think. His experience has proven that the two most important components to high-quality decision making are:
1. Nobody is smarter than everybody.
2. There is usually more than one right answer.
Terrence is passionate about using and teaching facilitation so that people become more collaborative. He is the lead instructor and primary curriculum developer for MG Rush Performance Learning and introduced the concept of holism to the field of structured facilitation as a method for keeping meetings on target and aligning objectives across an entire organization. With a BS from Northwestern University (NWU, Evanston, Illinois) and an MBA from NWU’s Kellogg School of Management, his experience also includes a Six Sigma Green Belt from Motorola University and additional graduate work in intercultural decision making at Marquette University.
Most helpful customer reviews
5 of 6 people found the following review helpful.
Great for beginners, but missing key elements
By Business Analysis Instructor
I recommend this book to the process improvement neophyte. It is an easy read and understandable. The book provides a straightforward improvement process with best practices and facilitation techniques. The improvement process starts with forming a process improvement team and selecting processes for analysis and ends with evaluating new process results. If you have never done a process improvement project before this is probably the best step-by-step manual with lots of details and tools.
However, as an experienced business analyst I give the book a three star rating due to some disappointments with the book's improvement process omissions.
* Value chains and the danger of improving only sub processes rather than the entire value chain is not addressed.
* Stakeholder resistance was identified as a concern, but not as a source of risk. Resistance was not listed as an entry on the risk register.
* Risk was not clearly delineated as threats and opportunities with separate risk registers.
* Leading and lagging process measurements for composing a new process owner dashboard was not discussed.
* Non-value activities required by auditors were not clearly highlighted. If these activities are eliminated an unsatisfactory audit could follow.
* A hierarchy of process improvement proposals based on levels of process owner risk tolerance was not clearly discussed.
Had the above items been addressed, this would be a dynamite book deserving of a 5 star rating. But, it doesn't. With these omissions, I believe the book is overpriced. Perhaps one might rationalize the price considering a CD containing various tools accompanies the book.
7 of 9 people found the following review helpful.
A refreshing return to a practical approach in addressing fundamental business issues
By Ivor Telemaque
Within recent years we have been bombarded by a plethora of business and management books, which have encouraged us to adopt a range of esoteric ideas, represented by such figures as Sun Zu, Attila the Hun, Genghis Khan, Ghandi and even God, not to mention Star Trek, to provide answers to critical management issues. Maxine Attong's and Terrence Metz's book, "Change or Die: The Business Process Improvement Manual", is a refreshing return to a practical approach in addressing fundamental issues faced by businesses in today's world. The core strength of the book lies in its people centered approach and its involvement of employees at every stage of the business process improvement cycle. It confronts and provides clear and concise solutions for such critical issues as aligning goals and objectives to the overarching vision, determining the core processes that impact the business, change management and the establishment of teams that can effectively implement the improvements that are required. It provides an easy step-by-step methodology for substantially improving business processes and thus business performance. The book is filled with wonderful and perceptive insights that are often overlooked in today's business world, where the ethereal seems to have triumphed over substance. I strongly recommend this book
2 of 2 people found the following review helpful.
Great book!
By shetrim
Many business improvement programmes have stuck rigidly to one type of approach, however in today's global arena there is a new breed of recommendations for carrying out business process improvements. The new rules for such changes are highlighted in Attong and Metz, (2013) publication entitled Change or Die. The authors take a hybrid over- arching approach which draws on the good from previously identified methodologies and training techniques. The strategy applied to their methodology is one of facilitated teams and stakeholder engagement delivered through the creativity of individuals and the need alignment between strategy and process. Based on case studies their research summarises the types of engagement, team building and business process improvements that could be applied to a given project to bring about the desired end state. They conclude that no one person is smarter than everybody and that there is usually more than one right answer. Much of their research has included the use of Hurson's productive thinking model.
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