Launching a New Vessel |
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Many ships have struck ground going too fast in uncharted waters.
Traditional re-engineering focuses on maintaining outputs while reducing costs.
For a startup operation in a high-tech environment with many regulatory uncertainties,
the real issue is how to create growth and value without losing control.
Case |
Process re-engineering. |
Challenge |
A cable TV operator was about to launch a local telecommunications subsidiary in its largest city. It needed to design an organization capable of addressing business customers and sustaining a high growth rate. |
CBMI Approach |
Working with the client’s managers, CBMI prepared an organizational structure and a startup plan where the high-level processes of development, deployment and operations supported each other. This not only fostered growth but also ensured that line managers could devote their full attention to demanding customers. Sales and order fulfillment processes were also combined under one manager, contrary to industry practice but resulting in shorter cycle time. |
Outcome |
The company implemented its business plan along the lines of CBMI recommendations and was able to quickly integrate and train a large number of new employees in its subsidiary. |
