- People with single specialized skills or responsibilities tend to bring only their perspective
to problem-solving. As a result, alternative perspectives and new solutions to business problems
are frequently ignored or overlooked.
- Standard roles and operating procedures that have become ingrained within companies are no
longer appropriate for businesses undergoing unparalleled change. Among companies participating
in CME’s 2004 Management Issues Survey, 26% report organizational culture as an impediment to
improving business performance.
- Employees tend to focus on process rather than outcomes. Everyone in manufacturing operations
and the business networks in which they operate should have only one ultimate goal in sight –
responding to the needs of the customer.
- There are too many activities in most businesses that are wasteful because they do not
contribute to adding value – or responding to the needs of customers.
- Manufacturers are often unable to implement performance improvements because of inadequate
understanding and commitment on the part of both managers and other workers.
- Businesses are frequently unable to manage the innovation process in a way that will enable
their employees to effectively translate ideas into commercially valuable products or
processes.
- Innovative solutions and best practices are not communicated well within or among companies.
