In the business management book, Integrated Enterprise Excellence System: An Enhanced, Unified Approach to Balanced Scorecards, Strategic Planning, and Business Improvement, an overview of an enhanced business management system is provided. Details of implementing the Integrated Enterprise Excellence (IEE) business management system is described in a referenced five-book series.
The Integrated Enterprise Excellence (IEE) system is introduced in this book, which consists of nine steps, as shown in the Figure.
IEE is a set of management techniques, or a business governance system that goes beyond Lean Six Sigma and the Balanced Scorecard. This book describes an effective implementation of IEE, which can result in organizational bottom-line results that are maximum, measurable, predictable, and sustainable; i.e., the framework for a long-lasting beneficial organization governance system that avoids the problems often reported by businesses today.
Enterprise governance management solutions are provided in this book, which give management and leaders insight to address a current enterprise governance system or management system not leading to the most beneficial activities of the business as a whole.
Solutions are provided in this book, which give management and leaders insight for the following management governance and business issues:
Wrong and even destructive behaviors can be the result from organization-wide scorecard metrics.
- The company is not benefiting, as a whole, from goal-setting systems and tracking to these targets.
- Metrics and much work can be spent toward the achievement of corporate strategies and directives, which often are not data-determined and not benefiting the whole organization.
- Long-term enterprise health is being jeopardized by a short-term, goal-driven executive governance system.
- Areas that could deliver the most gains to improve corporate growth and revenue are not being targeted.
- The whole business bottom-line is not being impacted by process improvement efforts, which have silo organizational-activity focus.
- Sustainable corrective actions are not being achieved from resource-draining problem firefighting, which does not focus identification and long-term resolutions from root-cause analyses.
- The business is not truly obtaining or benefiting from innovative ideas that can really benefit the business as a whole. Ideas might not be what the customer truly wants/needs or do not have a timely transition to the marketplace.
- An overall system for orchestrating employee day-to-day activities is not occurring, where effort is given to maximize benefits for the overall system.
More information about the book, The Integrated Enterprise Excellence System: An Enhanced, Unified Approach to Balanced Scorecards, Strategic Planning, and Business Improvement, Forrest W. Breyfogle III, Citius Publishing, 2008:
- Table of Contents
- Book Brochure
- Video Description
- Free E-book download
- Purchase book at a discount from list price
- A review of this book can be found at BPTrends.com
For additional information about Integrated Enterprise Excellence (IEE) see: Business Management Implementation: IEE Articles, Videos, Books
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