Strategic Alignment: Moving Up and to the Left 6. He is now with woman Nancy L. My efforts have been to synthesize their contributions into an experienced-based, implementation framework that works; and not to create new theory. As Meyer points out, If people try to do more and more in the same amount of time, they will likely just end making more mistakes. Fast Cycle Time: The Basics 4. Part 2 Chapter 5—Strategic Alignment: Moving Up and to the Left.
What has concerned me is not the logic but the implementation of the logic. Here, for the first time, Christopher Meyer, an internationally recognized expert in cycle time reduction, presents a step-by-step blueprint for transforming traditional companies into fast cycle competitors. It becomes a competitive requirement when someone marches faster and they are rewarded for it. Structuring for Speed: Designing and Implementing Multifunctional Teams 7. It is not about turning the crank faster—a sort of cardiac stress test for organizations. Some quick basics about myself… 1. David Brown taught me that truth and common sense are the best tools for making rapid decisions and recovering from mistakes.
People make up organizations, and their behavior that must change if we are to improve performance. Authors such as Stalk and Hout provide the basic rationale for a fast cycle time strategy and demonstrate the dimensions of success possible. Brown Founder and board member, Quantum Corporation Chris Meyer's ideas have transformed Quantum Corporation from a company that was late to market to one that is now first to market with excellent products. . Without exception, the available literature is slim: Most articles and books focus on why one should pursue cycle time reduction but say little about how to do it. This book is distinguished by its emphasis on human issues, especially in the context of contracted development for an original equipment manufacturer.
Robert Stoy Vice President of Product Development, Becton Dickinson and Company Explores valuable new territory for efficient, rapid product development. May be incomplete or contain other coding. Fast Cycle Time integrates all the key elements required for implementing fast cycle time. Fast cycle time will not be in place until people behave differently. The first review describes the eighth book we have reviewed on the general topic of faster new product development.
Caitlin now goes by the name Keaton and she been a feature actress in a movie. Nick Nichols, Valerie Hood, and the rest of the staff at the Industrial Relations Center at the California Institute of Technology started this ball rolling and helped me to learn from every executive who attends the seminar by taking the work out of teaching. Some decry the lack of inexpensive capital or the evergrowing national deficit. Chapter 10 -- Leaders Pave the Road Ahead. Meyer argues that fast cycle time is achieved not by working faster, but by aligning the organization's purpose, strategy and structure. For example, in one case, management targets for dramatic reductions in new product development time led people to focus on the new products that were easiest to complete—leaving aside the riskiest and potentially most important new developments.
The first is the dramatic increase in global competition. Because the cycle time of knowledge work is often longer and the steps less tangible than manufacturing, it is harder to address. Tools and Tactics to Speed Product Development 9. Ironically, as Meyer shows, implementing fast cycle time means almost the opposite of what most American managers are inclined to do. The challenges we face as a society, country and planet require solutions that reach beyond national boundaries and partisan thinking. Details the change process dynamics and the leader's role during the change process, followed by a closing summary. Providing specific tactics for implementing fast cycle time in product development -- from product planning through the mass production ramp 6.
Marci Kahn keeps my life in order and tirelessly picks up each new challenge. In doing so, I draw on the work and experience of those who have gone before me in the fields of cycle time reduction, strategic management, organizational design, system dynamics, and organizational change. All of this must be blended into a clear and simple change strategy that facilitates the letting go process. The principles are valid, but knowledge work uses a fundamentally different process than manufacturing; hence it requires a different approach to cycle time improvement. Meyer argues that fast cycle time is achieved not by working faster, but by aligning the organization's purpose, strategy and structure.
I'm Christopher Meyer - author of Fast Cycle Time, Relentless Growth and several Harvard Business Review articles. To become a market leader over time, one has to increase the value delivered to the customer constantly by rapidly introducing new products and services that refresh current offerings and add to them. Demonstrating how to transmit a systemic focus for speed through strategic alignment 2. Chapter 3 -- Fast Cycle Time: The Basics. Herb Shepard and Neely Gardner taught me through love and humor that the human spirit is the primary source of all that happens within organizations. Yet they say relatively little about how to put their ideas into practice. The second review covers a book that contrasts the Japanese and U.
My wife, Nancy, is always a glowing spirit of light, silent editor, and the person who fuels my excitement for this work while reminding me of the other worlds and realities that really matter in life. Because the cycle time of knowledge work is often longer and the steps less tangible than manufacturing, it is harder to address. Starting with the principles outlined Fast Cycle Time Free Press, 1992 , we show leaders how to outpace others by focusing on value, aligning people, process and structure -- and then accelerating faster than others. Here, for the first time, Christopher Meyer, an internationally recognized expert in cycle time reduction, presents a step-by-step blueprint for transforming traditional companies into fast cycle competitors. This book shows how to do that by: 1.
Speed was not always a requirement. Meyer interrelates many pieces that we have all read about in different places into a coherent guide to making it happen. Most of the available books describe the concept—but not the process of becoming a fast cycle time competitor. Many years of practical experience have shown Meyer and his colleagues the wisdom of a paradox that to speed up you often have to slow down. Their love, caring, and humor have always provided more nourishment and learning than they know.