Job ID
1695715793
Duration
3726seconds
Summary
- A client of ours asked Dr. Tim Murray to help them achieve strategic alignment at the top of their organization. Murray used a Japanese methodology called Hoshin Canri. Canri means shining destination. As you listen to the story, I want you to contextualize the story with the filter of what's next?
- There are four dimensions strategy, structure, culture and processes. Sometimes the disconnection is between the essence and the form. We need to have a long term project clearly defined and sincere and honest. It demands to reinvent completely the way the organization has to work.
- Elliot Jacks was the one who coined the culture of the factory. He disowned that method. His method is highly rational. Asusena has reincorporated the need for this look.
- "We wanted to get both before you in this important link between strategy and structure. Integration between what Asusena has said and what Mickey is asking I think is very helpful " The next part is now looking at tying the strategy to the lateral processes.
- We'd like to get some input from those of you who have had this experience and how you've linked the vertical more requisite analysis with the lateral. Have you worked with theory of constraints in your organization?
- I've been deliberately visiting different professional associations in this field and looking at where to integrate the vertical and the lateral. I would love to invite them as special guests here to examine the potential synergies. The more proactive chance is to market with some kind of integrated approach.
- There are four dimensions strategy, structure, culture and processes. Sometimes the disconnection is between the essence and the form. We need to have a long term project clearly defined and sincere and honest. It demands to reinvent completely the way the organization has to work.
- Elliot Jacks was the one who coined the culture of the factory. He disowned that method. His method is highly rational. Asusena has reincorporated the need for this look.
- "We wanted to get both before you in this important link between strategy and structure. Integration between what Asusena has said and what Mickey is asking I think is very helpful " The next part is now looking at tying the strategy to the lateral processes.
- We'd like to get some input from those of you who have had this experience and how you've linked the vertical more requisite analysis with the lateral. Have you worked with theory of constraints in your organization?
- I've been deliberately visiting different professional associations in this field and looking at where to integrate the vertical and the lateral. I would love to invite them as special guests here to examine the potential synergies. The more proactive chance is to market with some kind of integrated approach.