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Posted: Sat Feb 01, 2025 7:44 am
32 methods of finding and attracting clients
Selling price list: 5 marketing tricks + 10 tips for design
Examples of USP to make yours even cooler
Reengineering
This strategic concept is oman email list described in detail in the book "Reengineering the Corporation" by James Champy and Michael Hammer. The idea is to start from scratch. To abandon the established practice, to find an answer to the question: "If I were to rebuild this company using my current knowledge and the latest technology, what would it look like now?"
Reengineering began with the words spoken in the late 1980s by one of the book's authors: "Automate the mess, and you get an automated mess." If a company does not rethink the concept of business processes, then layering new technologies on them will not achieve anything. The authors believe that the decline in organizational efficiency occurs not because of employee negligence or management negligence, but because the company can no longer adapt to a rapidly changing world.
In the book "Reengineering the Corporation" the authors present the rules and most common mistakes of reengineering. It is not for nothing that this book is included in the management courses of the world's leading business schools as mandatory literature.
Case: VT-metall
Find out how we reduced the cost of attracting an application by 13 times for a metalworking company in Moscow
Find out how
Lean manufacturing
Regardless of the scope of activity, the organization has goals and processes that need to be standardized and simplified to be as efficient as possible. The concept of lean production was created by the Japanese and is an excellent tool for reducing costs.
In his book "The Lean Office", Don Tapping, a well-known leader of lean production, states: "The most important thing to remember about lean production is that this management technology has proven its effectiveness in all areas of business." Today, this theory is successfully practiced all over the world. The main task is to identify and get rid of all types of activities that do not provide value to the client. Special methods have been created for this, which are described in detail in Don Tapping's book "The Lean Office".
Emotional intelligence
Emotional intelligence (EQ) is the ability to identify and understand your own and other people's emotions, and to use this knowledge to manage your actions and relationships with others.
Leaders who lack emotional intelligence may be exceptionally prepared, sharp-witted, and endlessly innovative, but they are outperformed by leaders who are emotionally driven.
This phenomenon was first discussed in the West after the publication of Daniel Goleman's book "Emotional Leadership." Goleman spent several years studying the work of 500 of the largest companies to determine which competencies, skills, and character traits of their managers and employees contribute most to success. As a result, a surprising conclusion was made: the higher the manager's position, the greater the role in his success played by skills related to EQ, and not intelligence. Comparing famous top managers with mediocre ones of the same level, about 85% of the difference in their effectiveness turned out to be due to factors of emotional intelligence, and not mental abilities.
Selling price list: 5 marketing tricks + 10 tips for design
Examples of USP to make yours even cooler
Reengineering
This strategic concept is oman email list described in detail in the book "Reengineering the Corporation" by James Champy and Michael Hammer. The idea is to start from scratch. To abandon the established practice, to find an answer to the question: "If I were to rebuild this company using my current knowledge and the latest technology, what would it look like now?"
Reengineering began with the words spoken in the late 1980s by one of the book's authors: "Automate the mess, and you get an automated mess." If a company does not rethink the concept of business processes, then layering new technologies on them will not achieve anything. The authors believe that the decline in organizational efficiency occurs not because of employee negligence or management negligence, but because the company can no longer adapt to a rapidly changing world.
In the book "Reengineering the Corporation" the authors present the rules and most common mistakes of reengineering. It is not for nothing that this book is included in the management courses of the world's leading business schools as mandatory literature.
Case: VT-metall
Find out how we reduced the cost of attracting an application by 13 times for a metalworking company in Moscow
Find out how
Lean manufacturing
Regardless of the scope of activity, the organization has goals and processes that need to be standardized and simplified to be as efficient as possible. The concept of lean production was created by the Japanese and is an excellent tool for reducing costs.
In his book "The Lean Office", Don Tapping, a well-known leader of lean production, states: "The most important thing to remember about lean production is that this management technology has proven its effectiveness in all areas of business." Today, this theory is successfully practiced all over the world. The main task is to identify and get rid of all types of activities that do not provide value to the client. Special methods have been created for this, which are described in detail in Don Tapping's book "The Lean Office".
Emotional intelligence
Emotional intelligence (EQ) is the ability to identify and understand your own and other people's emotions, and to use this knowledge to manage your actions and relationships with others.
Leaders who lack emotional intelligence may be exceptionally prepared, sharp-witted, and endlessly innovative, but they are outperformed by leaders who are emotionally driven.
This phenomenon was first discussed in the West after the publication of Daniel Goleman's book "Emotional Leadership." Goleman spent several years studying the work of 500 of the largest companies to determine which competencies, skills, and character traits of their managers and employees contribute most to success. As a result, a surprising conclusion was made: the higher the manager's position, the greater the role in his success played by skills related to EQ, and not intelligence. Comparing famous top managers with mediocre ones of the same level, about 85% of the difference in their effectiveness turned out to be due to factors of emotional intelligence, and not mental abilities.