The Internet of Everything: 8.4 billion and $2 trillion! Those are the estimated number of connected ‘things’ on the internet and the amount spent on these devices and services by the end of 2017, according to a Gartner study. The number of connected things is expected to …Read MoreThis entry was posted in Business Transformation, Continuous Improvement, Cost Takeout, Healthcare, Information Technology, Manufacturing and Distribution, Strategic Execution, on December 14, 2017
In an earlier blog we saw that a well-crafted IT transformation strategy (a.k.a. cost takeout strategy) is so much more than a once and done cost reduction exercise. A cost takeout strategy orchestrates …Read MoreThis entry was posted in Business Transformation, Cost Takeout, Information Technology, Strategic Execution, on September 29, 2017
Cost Takeout has been heard at one time or another in every C-Suite and boardroom. The primary objective of every leadership team is to take out cost. We live in a world where everything can be done at lower cost. With that in mind, how does a leadership team develop a cost takeout strategy? The first thing is to make sure everyone is clear on what a cost takeout strategy really is. Let’s start with what it isn’t.
It is not: …Read MoreThis entry was posted in Business Transformation, Cost Takeout, Information Technology, Strategic Execution, on July 27, 2017
Everyone has been through “Cost Savings Programs” and “Cost Reduction Programs”, but what is the Organizational impact of a true Cost Takeout process?
Key descriptors for cost reduction programs include total …Read MoreThis entry was posted in Business Transformation, Cost Takeout, Strategic Execution, on July 24, 2017
In today’s manufacturing world speed and focus are the driving forces behind successful businesses. In the majority of non-defense related industries, customers have a myriad of options to choose from and they are quick to make changes when their profitability suffers from a poor performing supplier. This is especially true in consumer based products where every category of product has multiple vendors located around the world. It might take a few months for a product cycle to move to a new vendor, but once the decision has been made, the cost of reentry is prohibitive on both the top and bottom line. For the vendor and its executive team, when customers are …Read MoreThis entry was posted in Case Studies, Continuous Improvement, Cost Takeout, Manufacturing and Distribution, Organizational Development, Strategic Execution, on April 12, 2013
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