Take a more in-depth look at key organizational improvement issues and challenges in articles and papers written by our experienced team.

07.11.94  Ron Ashkenas

Results: The Forgotten Element of Quality Programs

Confronted by either the need or desire to improve quality, managers revert to the same well-worn paths they have trod for other performance challenges.


02.07.94  Ron Ashkenas

Even Less Water in the Mojave Desert

Even Less Water in the Mojave Desert - Mike Slavich reports on Boron's water-saving program.


05.03.93  Robert Schaffer

The Breakthrough Strategy

Most companies function at only 40% to 60% of capacity. But simple short-term successes can be used to build a high-performance organization.


03.22.93  Ron Ashkenas

10x Reduction in Time: Focus on Cycle Time

In early November 1993, Jim Wagner announced several critical improvement challenges facing Motorola UDS. Of particular importance was the need to improve the delinquency and cycle time performance of key high-selling products.


11.02.92  Robert Schaffer

The Quality Quagmire

Too often, quality movements get bogged down in endless, unprofitable activities. But by insisting on immediate gains, companies can achieve significant improvements now and for the long term.


09.22.92  Harvey Thomson

IT Professional as Consultant

A casual glance at recent trade and business literature reveals that information technology (IT) professionals are being called upon to play exciting new roles.


05.11.92  Ron Ashkenas

From Dialogue to Action in GE WorkOut: Developmental Learning in a Change Process

Using real examples, two of the designers of GE’s WorkOut process show how WorkOut generates both results and learning through organizational dialogue.


05.04.92  Robert Neiman

How IS Groups Can Create More Value: A Financial Services Perspective

Information systems groups hoping to survive and prosper in contemporary financial organizations by riding the technology band-wagon alone are in for a rough trip.


The Lemmings Who Love Total Quality

Many North American corporations are rushing headlong to a destination called "total quality." These corporations are heading for a nasty surprise because the popular approaches to total quality are flawed by four self·defeating characteristics.


Successful Change Programs Begin with Results

Many corporate improvement efforts have negligible results because they focus on activities, not results, and there is no explicit connection between action and outcome. By committing to incremental change, managers not only can see results faster but also determin…