Process Improvement: Framework for Enterprise Alignment—Part 3
In this, the final Column of a three-part series, and, sadly the final Column of the collaboration between Geary Rummler and Alan Ramias, the authors add the technology and human resource dimensions to complete the framework for modeling the business architecture layer of enterprise architecture. The previous two Columns were published in 2008 – Part I in April, presenting their theory of Value Creation Hierarchy and Part II in September in which they expanded the framework to include a Value Creation Management System. Both previous Columns are posted on our website.
Alan Ramias
Alan Ramias is a Partner of the Performance Design Lab (PDL). He has had twenty-five years of experience in performance improvement and organization effectiveness.
Alan was employed by Motorola for ten years as an internal consultant on organizational performance. As a member of the team that founded Motorola University, he was the first person to introduce Geary Rummler's pioneering concepts in process improvement and management to business units within Motorola. Alan advocated and led several of the first groundbreaking projects in process improvement that evolved to the invention of six sigma and Motorola's winning of the first Malcolm Baldrige Award in 1988. Alan was also involved in major restructuring projects at Motorola, and in job design work, compensation planning, workplace literacy, and educational program development.
After joining The Rummler-Brache Group in 1991, Alan led major successful performance improvement engagements within Fortune 500 companies. His experience spanned several industries and the full spectrum of corporate functions and processes, such as strategic planning, manufacturing, product development, financial management, and supply chain. Major clients included Shell, Hewlett-Packard, 3M, Citibank, Motorola, Steelcase, Citgo, Hermann Miller, Louisiana-Pacific, and Bank One. After leading many high-profile projects, he became a partner and Managing Director of Consulting Services at RBG. He led development of much of RBG's products and services, and was responsible for selecting, training and mentoring RBG's consultant teams. Upon leaving RBG, Alan founded his own consulting company, where he continued to practice in the field of performance consulting. He was also involved in several organizational restructuring initiatives in the U.S. and in Asia.
Alan can be reached at aramias@ThePDLab.com.
Latest posts by Alan Ramias (see all)
- Process Improvement: The Subjugation of Process - September 3, 2018
- Process Improvement: When Clients Act like Jerks - June 4, 2018
- Process Improvement: Process Scope versus Project Scope - February 5, 2018
- Performance Improvement: Sole Survivor: Capitalizing on Momentum - November 6, 2017
- Process Improvement: Sole Survivor: Finding that First Opportunity - July 3, 2017
