PM绩效管理讲座(doc 16)

Peter is Chief Executive Officer for a medical supply multinational that recently crafted a new strategy to counter competitive threats. The plan stressed the need to cut cycle time, concentrate sales on higher-margin products and develop new markets.

 

Four months after circulating the plan, Peter did a “walkaround” to see how things were going.  He was appalled. Everywhere Peter turned people, departments—whole business units—simply didn’t “get it.”

 

First surprise: Engineering.  The group had cut product design time 30%, meeting its goal to increase speed-to-market.  Good.  Then Peter asked how manufacturing would be affected.  It turned out the new design would take much more time to make.  Total cycle time actually increased.  “Our strategic plan message is not really getting through,” Peter thought.

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