中等职业学校国家助学金申请表 Title.pptVIP

“Hot topics” SeminarPortsmouth Business School21 June 2006Strategy: where do you start to improve a company? Professor Michael Kaye Emeritus Professor of Operations and Quality Management University of Portsmouth Overview of presentation Customer value and competitiveness: latest research findings Customer Value Management as a competitive strategy Transforming the organisation using “Lean Methods” Successful implementation of a Customer Value Strategy The Evolution of Quality Evolution of quality Latest research findingsinto customer valueand competitiveness Organisations involved in the research 70+ organisations Cross-section of organisations operating in public, private and voluntary sectors (including manufacturing, service, defence, health, criminal justice, high-technology, central and local government) Small, medium and large organisations Geographical scope of operations - UK, Europe, International (Far East and South-east Asian), global industries Challenges to achieving competitiveness: our research findings1, Over-emphasis on financial business drivers with little emphasis on customer value as a driver Organisations were operating in crisis mode i.e. being buffeted by a rapidly changing and turbulent environment – reactive not proactive in setting strategy and planning Organisations were not designed for the responsiveness needed to achieve and sustain competitiveness There was a need to satisfy a complex web of stakeholders and customers – confusion and conflicting customer needs Measurement systems were lacking Overload of management initiatives Strategies were not effectively deployed Characteristics of high performing organisations Active involvement of top management in the regular strategic review of customer needs, and in the creation of a realistic long-term strategic vision that takes account of market complexity Rigorous management of the processes that deliver customer value The ability to design new processes that b