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9 chiến lược quản trị và cắt giảm chi phí: business portfolio rationalization, zero-basing, aligning the operating model, outsourcing, footprint optimization, process excellence, restructuring management spansand layers, strategic supply management, and digitization.
Leí hasta un tercio. Al principio establece los principios fundamentales y luego se mete en la parte técnica de cómo aplicarlo, que no me interesa. Ideas principales: -Identificar las capacidades diferenciantes que tiene tu organización y protégelas, posiblemente incluso aumentando su inversión. Todas las demás, ser extremadamente exigente con los recortes. Justificar qué se debe mantener, no qué se debe quitar. -Comunicar claramente por qué se necesitan y crear una cultura de mejora constante. Si los trabajadores se sienten parte de una malvada organización avariciosa en lugar de una ambiciosa que quiere proteger lo importante que hace, el cambio fracasará. -Mantenerlo a lo largo del tiempo. Una intervención puntual ayuda, pero es el cambio de cultura y la atención constante a los gastos lo que permiten cumplir la misión a largo plazo. Ejercicio, no dieta exprés.
Dry and filled with anecdotes about nameless companies and unsupported numbers. Some nice ideas of what could be attempted during a transition, but didn’t present a compelling case that it is the best option.
- Clear framework. From what to cut, how to execute and how to become strong - Couple of interesting case studies - Influenced me. Some new good reflections
The key message in these blinks: In their quest for long-term success, most leaders focus on growing their company’s revenues. However, when it comes to sustainable growth, you should focus on cutting costs in many areas of your organization, while only reinvesting in those areas that represent your businesses’ unique strengths. Cost cutting is a stressful undertaking, but it is also the best way to secure your company’s future prosperity.
Actionable advice: What exactly should you outsource? So you’ve decided to outsource some of your company’s work to external service providers. Good decision! But which organizational activities should you move? Focus on offloading standardized processes that are well-documented with clearly defined inputs and measurable outputs. And, though it’s tempting, try not to outsource highly complex processes, such as those requiring judgment calls by experienced front-line workers.
Most leaders focus on growing their company, especially when revenue is involved. However, when it comes to sustainable growth, one should focus on cutting costs in many areas of an organization, while only reinvesting in those areas that represent the business’ unique strengths, i.e. company’s USP.
Inevitably, cost cutting is a stressful undertaking, but it is also the best way to secure a company’s future prosperity.