Performance Improvement: A Framework for Defining and Designing the Structure of Work, Part 2 In Part 1 of this three-part series, published in their April Column, the authors discussed their theory of Value Creation Hierarchy (VCH). This month, they add the Value Creation Management System. The three components of the system – performance planned, performance […]
Geary Rummler
Geary Rummler is the founder and chairman of the Performance Design Lab, a Tucson-based research and consulting firm specializing in the design of performance systems for organizations in the United States and abroad. His clients have included Motorola, Ford, General Motors, Hewlett-Packard, Citibank, and Sun Microsystems. He received his MBA and Ph.D. from the University of Michigan. Geary is co-author of Training: Handbook for Professionals (1988 with G. S. Odiorne) and Improving Performance: Managing the White Space on the Organization Chart (1990, 1995, with A. P. Brache). In 2004, he published Serious Performance Consulting According to Rummler. He has published a variety of books and articles that have appeared in numerous professional and management journals and handbooks.
Performance Improvement: A Framework for Defining and Designing the Structure of Work, Part 2
September 2, 2008 , By
Performance Improvement: A Framework for Designing the Structure of Work
April 1, 2008 , By
Performance Improvement: A Framework for Designing the Structure of Work With this Column, Geary Rummler and Alan Ramias launch the first of a three-part series describing a framework for modeling the Business Architecture layer of Enterprise Architecture. Their view, and the approach that has evolved from it, is in contrast to the IT-centric Business Architecture […]
Performance Improvement: The IT-Business Gap—Another Root Cause
December 4, 2007 , By
Performance Improvement: The IT-Business Gap—Another Root Cause Geary Rummler and Alan Ramias can recount numerous experiences in their work as consultants where IT projects have gone disastrously awry, costing organizations untold amounts of time and money. This month, the disaster examples they cite have one common thread—a lack of Management oversight of IT projects. Their […]
Managing Performance: IT Disasters—A Root Caus
July 3, 2007 , By
Managing Performance: IT Disasters—A Root Cause Geary Rummler and Alan Ramias contend that a major cause of costly IT disasters is failure to understand the organization as a system on a macro level.Read their Column for an inside view of their Process System Hierarchy framework, which, when used as an analytical tool by IT, can […]
Managing Performance
February 6, 2007 , By
Managing Performance In their first Column for BPTrends, Geary Rummler and Alan Ramias discuss the issue of costly IT projects that fail and are ultimately abandoned by their companies. They believe these costly blunders are avoidable and will devote future Columns to suggest possible solutions.
Potential Pitfalls on the Road to a PMO, Part II
December 5, 2006 , By
Potential Pitfalls on the Road to a PMO, Part II In Part 1, Geary Rummler and Alan Ramias proposed the Organization-as-a-system (OAS)lens to guide efforts to create a process-centered or process-managed organization. This month they examine potential pitfalls in that process and describe "the type of journey that will lead to success."
Potential Pitfalls on the Road to a Process Managed Organization (Part I)
November 7, 2006 , By
Potential Pitfalls on the Road to a Process Managed Organization (Part I) In Part 1 of a two-part article, Geary Rummler and Alan Ramias present “The Organization as Systems Lens.” Their lens provides a way of looking at organizations that is “essential to the notion of being process-centered.”
Book Review: Serious Performance Consulting by Geary Rummler
July 6, 2004 , By
Book Review: Serious Performance Consulting by Geary Rummler This month, Paul Harmon reviews an important new book by Geary Rummler that summarizes his latest thinking on analyzing and improving business processes, presented in the context of a major consulting engagement.
