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.”
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.
Latest posts by Geary Rummler (see all)
- Performance Improvement: A Framework for Defining and Designing the Structure of Work, Part 2 - September 2, 2008
- Performance Improvement: A Framework for Designing the Structure of Work - April 1, 2008
- Performance Improvement: The IT-Business Gap—Another Root Cause - December 4, 2007
- Managing Performance: IT Disasters—A Root Caus - July 3, 2007
- Managing Performance - February 6, 2007
