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Purchase Benefits
What is included with this book?
About the Authors/Acknowledgments | p. vii |
Foreword: Why This, Why Now | p. viii |
A Call to Arms: The Imperative for Action | |
The Imperative for Waging This War (And the Need for Better Battle Strategies) | p. 3 |
An Island of Profit in a Sea of Cost | p. 5 |
Decomplexity Case Study | p. 6 |
Why Companies Lose the War or Avoid It Altogether | p. 7 |
The Art of Complexity Warfare | p. 9 |
The Opportunity: Big gains, with speed | p. 16 |
Deep Dive#1 - What Winning Looks Like: Cash Flows, Profits, and Performance | p. 19 |
The Nature of Complexity (And What It Means for Your Business) | p. 27 |
The Three Types of Complexity | p. 27 |
A Three-Dimensional View of Complexity | p. 32 |
The Geometric Nature of Complexity Costs | p. 33 |
Implications for Waging the War | p. 36 |
Preview: Taking out complexity costs | p. 39 |
Moving forward with a Fuller Understanding | p. 41 |
The Rise and Rise of Process and Organizational Complexity | p. 43 |
The Three Waves of Process Architecture | p. 45 |
Conclusion | p. 55 |
Deep Dive≠2 - Assessing Your Company's Cost-Cutting IQ | p. 59 |
The Cost-Reduction Pitfalls | p. 59 |
Assessing Your Company's Cost-Cutting Biases | p. 66 |
Sizing Up the Prize, Part 1: The Fundamentals of Making the Financial Case | p. 67 |
Making the Financial Case to Focus the Organization | p. 68 |
Why Companies Struggle to Size the Ptize | p. 68 |
Fundamentals for Quantifying the Cost | p. 70 |
From Fundamentals to Method: An introduction to the triangulation approach to sizing the prize | p. 74 |
Conclusion | p. 79 |
Sizing Up the Prize, Part 2: The Methodology for Quantifying Complexity Costs | p. 81 |
Calculate the lower bound | p. 83 |
Calculate the upper bound | p. 85 |
Pick a stretch target | p. 86 |
"Sizing the Prize"Example | p. 90 |
Next: Re-imagine your business | p. 93 |
What the CEO Needs to Know | p. 93 |
Know Thine Enemy: The Faces of Complexity and Implications for Battle | |
Introduction to Part II | p. 96 |
Deep Dive #3 - The Juice Dilemma: A Case Study on How a Larger Portfolio Can Lead to Smaller Profits | p. 99 |
Background on Morley Farms | p. 99 |
The Opportunity | p. 101 |
The Analysis | p. 102 |
Impact on Morley Farms | p. 105 |
Further Insights from Morley Farms | p. 107 |
Conclusion | p. 109 |
Where Complexity Arises: The Product/Process Face | p. 111 |
Common Symptoms of Product/Process Complexity | p. 113 |
Major Interactions on the Product/Process Face | p. 114 |
Key Implications for Battle | p. 126 |
Recommended High-Value Battle Strategies | p. 128 |
Conclusion | p. 129 |
Where Complexity Hides: The Process/Organization Face | p. 131 |
Common Symptoms of Process/Organization Complexity | p. 132 |
Major Interactions on the Process/Organization Face | p. 134 |
Key Implications for Battle | p. 142 |
Recommended High-Value Battle Strategies | p. 145 |
Conclusion | p. 146 |
Where Complexity Takes Root: The Organization/Product Face | p. 147 |
Common Symptoms of Organization/Product Complexity | p. 151 |
Major Interactions on the Organization/Product Face | p. 153 |
Key Implications for Battle | p. 157 |
Recommended High-Value Battle Strategies | |
Conclusion | p. 160 |
Summary to Part II | p. 161 |
Battle Strategies to Eliminate Complexity Costs | |
Introduction to Part III: Taking Ground | p. 166 |
Developing a Battle Plan | p. 167 |
Taking Ground against a Difficult Foe | p. 169 |
Conclusion | p. 170 |
Portfolio Optimization (A): What Really Matters | p. 171 |
Why Traditional Rationalization Efforts Often Fail | p. 173 |
The Three Factors That Really Matter | p. 176 |
Conclusion | p. 181 |
Chapter 10 - Portfolio Optimization (B): SKU Analysis and Selection | p. 183 |
Understanding Incremental Revenue | p. 183 |
Understanding Incremental Cost | p. 187 |
Implications: Categories of SKU removal | p. 194 |
Creating a Portfolio Optimization Plan | p. 199 |
Growing Revenue | p. 199 |
Network and Footprint Consolidation | p. 203 |
More Complex than We Need to Be | p. 205 |
Meeting the Future Halfway | p. 207 |
Cadbury: Clearer choices, greater focus | p. 211 |
Conclusion | p. 213 |
Component Rationalization and Vendor Consolidation | p. 215 |
Defining Component Rationalization | p. 216 |
140 Batteries and 25,000 Forecasts: A case study in component complexity | p. 217 |
The Benefits of Component Rationalization | p. 218 |
Getting Bang for the Buck with Component Rationalization | p. 220 |
Learning the Hard Way: A case study | p. 222 |
The Big Question: Broad versus targeted | p. 224 |
Conclusion | p. 227 |
Enabling Variety with Lean Processes | p. 229 |
The Basics of Lean | p. 229 |
Leveraging Lean for Step-Change Improvement: Six key lessons | p. 232 |
How Lean Enables Variety | p. 241 |
Conclusion | p. 244 |
Process Segmentation: Minimizing the Effects of Variety | p. 245 |
Diagnosing Process Segments | p. 247 |
Approach to Process Segmentation | p. 250 |
Conclusion | p. 253 |
Project Rationalization and Resource Utilization: Getting More Done faster and with Fewer Resources | p. 255 |
Our Approach: It all starts with fewer projects | p. 256 |
Doing More, Faster and with Fewer Resources | p. 261 |
Conclusion | p. 267 |
Dynamic Operations: Optimizing Complexity Trade-Offs | p. 269 |
Case: RME Pharma, Inc | p. 271 |
Recognize the situation | p. 272 |
Quantify the relationships | p. 277 |
Optimize the system for the situation at hand | p. 280 |
Recap of RME Pharma's Experience | p. 283 |
Moving Forward | p. 284 |
The Conundrum: Why do many companies struggle with managing complex systems? | p. 285 |
Defense Strategies to Keep Complexity Costs at Bay | |
Introduction to Part IV Building the Capability to Keep Bad Costs Out | p. 288 |
Deep Dive #4 - A Corporate Complexity Metric: Tracking Progress at the Macro Level | p. 293 |
Conclusion | p. 294 |
Curbing Product and Service Complexity | p. 295 |
Roles of a Chief Complexity Officer | p. 295 |
CCO Role 1: Managing the level of complexity in the business | p. 296 |
CCO Role 2: Building the organizational capabilities required to manage complexity | p. 303 |
Conclusion | p. 304 |
The Lean Operating Model: Creating a Structural Barrier to Process and Organizational Complexity | p. 307 |
The Seven Steps to Developing a Lean Operating Model | p. 310 |
The U.S. Navy's Operating Model | p. 315 |
Why ERP Deployments Go Wrong and the Need for Lean Operating Models | p. 317 |
Case Study: Winning the retail wars with the Tesco Operating Model | p. 319 |
The Relentless Pursuit of Perfection | p. 321 |
Appendices | p. 323 |
Index | p. 337 |
Table of Contents provided by Ingram. All Rights Reserved. |
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The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.