| Where Do We Go
From Here? |
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A "Virtual Management" System is not appropriate for all organizations.
If your organization is static in nature or if you are a small emerging
company, the chances are that QPI is not best for you. |
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However, if you are a growing organization or if you have already reached
the size where it is clear you are not optimal in terms of your global
results, you may wish to consider the QPI "Virtual Management" System. |
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Adopting the QPI System is not terribly difficult, but it is quite profound
in its effects. It should not be undertaken lightly. |
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In my opinion it is necessary to start at the top. If the owners and top
managers are not behind the transformation, then it will probably never
happen. It is highly unlikely that QPI will "bubble up" from the bottom
of an organization. |
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If you feel that your organization would benefit from the QPI transformation,
the first step is to share the QPI concepts with top management and the
ultimate decision makers of the organization. |
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If top management decides to engage in the adoption of the QPI System,
it should then gain a rather thorough understanding of what is entailed.
This can be achieved through self-study training materials such as audio
tapes, manual, or a videotape series based on a two day QPI Seminar. We
also offer occasional QPI seminars. |
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Once management has gained a clear understanding of the QPI Principles
they may wish to move toward implementation. This can most efficiently
be accomplished by engaging the services of an experienced QPI expert on
a consultive basis. |
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There are a wide variety of implementation techniques and tools available.
There are many books that can help to accomplish these objectives. |
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There will be a significant investment in time and resources involved in
such a transformation. But if it is done properly, the investment should
pay off very handsomely and quickly. |
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The most receptive organizations to a QPI transformation are probably fairly
mature privately held companies that have achieved a substantial size.
The founder may realize that he or she is no longer able to engage in the
management systems that were so successful earlier. This may be due to
the fact that the organization has simply gotten too complex and out of
control, OR the founder may wish to bring in another management team due
to a desire to retire or to engage in other activities. |
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In either of these cases the adoption of the QPI System can be most beneficial.
In these types of organizations, generally speaking, the "bad" practices
of traditional management and MBO are not firmly entrenched. Very often
the people involved in the organization are very receptive to the QPI Management
System. |
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In this case the transformation is not very difficult. It is certainly
not as difficult as it is in more rigidly, traditionally managed organizations. |
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You may want to refer to the QPI paper on Dynamical Business Systems which
describes what is involved in the transformation process. That can be obtained
by calling our office for a hard copy. You may also access it at no charge
through Internet E-Mail by sending an E-Mail message to info@qpi.com.
There are several QPI documents available through that resource. |
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In any event, we wish you luck as you navigate through the future of this
most interesting environment we live in, The Third Wave. |
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