Professional Documents
Culture Documents
1194 311
106
1187
982
23
96
87
594
Management System
58
Customer Services: The average net promoter Supply & Delivery: The average on-time
score is only 31, compared to leading performers delivery rate is only 42.5%, as opposed to 98.9%
hitting scores as high as 97. for best performers.
Finance & Administration: The average touchless Product & Services: The average time-to-market for
invoice rate is only 27%, whereas fully optimized consumer products is only 22 months, in contrast to
companies can achieve more than 85%. 15 months for best-in-class.
PRE-TQM POST-TQM
BETWEEN 1979 AND 1982 L OSING BILLIONS MOST PROFITABLE US AUTOMOBILE
MANUFACTURER
6 Meet the Execution Management System
Execution Capacity:
the 4-minute mile of business
Since then, more than 1,400 athletes have broken through this
perceived limit to human capacity. Can’t run a 4-minute mile?
You can kiss your athletic career goodbye.
Business is still waiting for its 4-minute mile moment. Despite all
our systems and technologies, productivity has stagnated for
years. So how can we break through the limits of our execution
capacity?
It’s not the processes’ fault. They just can’t deliver on their desired
results because of these complex constraints. This creates artificial
limits on capacity, leading to what we call execution gaps.
Some are visible. Most are hidden. And they are everywhere.
So how can we remove these gaps and lift the limits on our
execution capacity? Blow through that 4-minute mile mark?
Complex processes create artificial
constraints on capacity, leading to
what we call execution gaps.
8 Meet the Execution Management System
Meet the Execution Management System
01 Measures execution
capacity in real time,
02 Knows the best
course of action to
03 Takes automatic,
intelligent action
identifying close those gaps to immediately
execution gaps remove them
• Customers
• Finance & Administration
• Supply & Distribution
• Products & Services
Uber discovered delays in Customer Service were By identifying and eliminating duplicate payments and
affecting customer satisfaction. Maximizing their cash discount losses, Deutsche Telekom saved their
capacity to handle time improvements let them Finance department €66M.
identify $20M in efficiency gains.
By tackling credit and order blocks across their Supply In Products & Services, Vodafone increased their
Chain, L‘Oreal increased their execution capacity and execution capacity, reducing time to market by 20%
efficiency rate by 3x over an 18-month period. and cutting procurement process costs by 11%.
For the first time, there is a system that continuously assess employee productivity,
allows enterprises to execute without and drive seamless execution across any
limits. To not only know how their vast team, department or geography.
and distributed businesses run, but to
maximize execution capacity and drive Lift the artificial limits on your
the right actions at all times across the performance. Free your execution
entire organization.
capacity from the constraints of
In the past, office work was driven by your underlying systems. Let your
the need to communicate in person processes finally work the way
in order to execute basic tasks on a
they were always intended to.
day-to-day basis, monitor productivity
and drive coherent execution. The Discover your Execution Management
proliferation of enterprise applications System today.
and communication platforms, together
with the Internet, have addressed part of
the challenge.