The most effective, and sustainable, way to facilitate organizational change is to focus on improving business processes. Especially, key processes like R&D portfolio selection, product design and development, manufacturing, marketing and sales, and fulfilment strategy. If we get these processes right then the right culture and the right people will follow. Process is driven directly by business and customer needs. Culture and behaviour follow process.

Baker Street Publishing

The consulting firm Booz Allen Hamilton has published a wonderful collection of articles on culture titled, Don’t Blame Your Culture: Instead, make the most of it for raising your company’s performance.  Jon Katzenbach is one of the leading authors.  He is a respected 50 year veteran of the organizational change wars.  See the video below.  I recommend the collection to decision coaches.   The collection is offered for mobile apps, e.g., iPhone, iPad, Android devices, etc.

I’ve learned from experience that there are four levers that a CEO can work with to change an enterprise: the people, the organization chart, process, and culture.    The organization chart is easy to change so we see lots of CEO’s try that.  It is also relatively easy for a CEO to change people.  Some CEO’s are even foolhardy enough to make a direct attack on culture.   Most of these change…

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ENGINEERING ANALYSIS: measure resilience on-line

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Jet engine Design for Resilience (D4R) is a web-based service that enables engineers to measure the robustness and complexity of systems.

Using the latest developments in maths and science we deliver a graphical tool which not only measures how robust a system is, it also ranks the system variables in terms impact on functionality and resilience.

Complex products cannot be engineered to perform safely and efficiently if  robustness and complexity are not measured. How robust are your designs? Can you afford not to know?

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