Practical Process: Occasionally, It has to be Remarkable

Practical Process: Occasionally, It has to be Remarkable
Roger Tregear was alarmed when he read recently that fewer than 40% of major improvement projects succeed in reaching their stated goals—obviously not a statistic to quote in garnering support for a process improvement project. How can practitioners improve on that statistic? He asserts that process improvement is not about making lists of the obvious. Rather, it’s about knowing what problem we are trying to solve and pushing the envelope to find all the possible change ideas and selecting the best among them. Read this Column for Roger’s 4Dimensions solution.

Roger Tregear

Roger Tregear

As the Principal Advisor with TregearBPM (www.tregearbpm.com), Roger Tregear delivers BPM courses and consulting assignments around the world. Roger spends his working life talking, consulting, thinking, and writing about analysis, improvement, innovation, and management of business processes. His work with clients is in organizational performance improvement and problem solving based on BPM capability development, and business process, analysis, improvement, and management. He helps small and large organizations understand the potential, and realize the practical benefits, of process-based management. Roger is the author of the book Reimagining Management. Contact Roger on +61 (0)419 220 280 or at roger@tregearbpm.com.
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