During that same time, we talked to hundreds of business and government leaders and employees asking them to identify their most pressing issues with Process Improvement, whether it is Business Transformation or improving operational efficiency. Two of the most often mentioned topics were practical application and relevant training.
The vast majority of the people we talked to continually expressed their frustration that much of what has been presented on process improvement was difficult to understand and even harder to apply. There is too much emphasis placed on theory and not enough on practical application such as process discovery and analysis.
Even after being trained, they have had difficulty with selecting the right projects. Choosing the wrong project can spell failure from the outset of the effort. New initiatives and projects are frequently created with little review or assessment of already-existing projects to address the same perceived problems. Over time, numerous initiatives with overlapping missions and competing agendas grow up alongside one another—wasting money and baffling customers.
However, 2019 will be full of its own set of challenges that will require most organizations to again consider “Fundamentally Rethinking” their businesses, this time from the shop floor to the Executive Suite. Global economic uncertainty has caused many businesses to become very conservative, not willing to take the necessary risks to spur a true recovery. Government agencies are being forced to reduce the cost of doing business by either voluntary means or by legislative mandate.
And, in the middle of all of the uncertainty, for organizations who have attempted formal Performance Improvement efforts have seen way too many of those efforts fail to produce the levels of performance that are required to keep the organization competitive.
It’s time for a new approach.
One that begins with a critical look into who the organization is and who it wants to be. To create the levels of performance it needs to be successful in today’s ever changing marketplace, every component of the organization must be in proper alignment – continuously adding value to its customer. This synergy can only be achieved by addressing all four key components of the enterprise – Process, Organization Culture, Organization Structure, and enabling Technology.
In 2018, Mountain Home is introducing its newest evolution of its internationally recognized Business Process Reengineering (BPR) Certification Program it is calling “NextGen BPR” . NextGen BPR requires an enterprise to fundamentally rethink its core business processes and its culture to achieve a competitive advantage through the development of the High-Performance Learning Enterprise. To sustain that competitive edge in the future, a High-Performance Learning Enterprise must continually learn from its mistakes and look for the best within itself.
Why Choose us?
We believe that to effectively change the way business gets done requires capable Practitioners. We were the creators of the original U.S. Defense Department’s Business Process Reengineering (BPR) Certification over 25 years ago and no one knows how to create more effective BPR Practitioners better than we do!
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