William Heitman
The Knowledge Work Factory: Turning the Productivity Paradox into Value for Your Business
William Heitman
The Knowledge Work Factory: Turning the Productivity Paradox into Value for Your Business
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The groundbreaking guide to boosting efficiency and revenue in any white-collar setting-without investing in new technology Despite the ubiquity of advanced office technology, knowledge work has seen virtually no measurable productivity improvement since the 1960s. In fact, technology often leads to decreased productivity. This well-documented disconnect is known as the Productivity Paradox, and it has been accepted as normal by companies around the world for decades. The Knowledge Work Factory provides a proven, easy-to-implement program for eliminating the Productivity Paradox. This one-stop…mehr
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The groundbreaking guide to boosting efficiency and revenue in any white-collar setting-without investing in new technology Despite the ubiquity of advanced office technology, knowledge work has seen virtually no measurable productivity improvement since the 1960s. In fact, technology often leads to decreased productivity. This well-documented disconnect is known as the Productivity Paradox, and it has been accepted as normal by companies around the world for decades. The Knowledge Work Factory provides a proven, easy-to-implement program for eliminating the Productivity Paradox. This one-stop guide takes you through the processes of scrutinizing workflows and activities, ferreting out waste, and restructuring processes to boost efficiency, productivity, and job satisfaction to the very knowledge workers it affects.
Produktdetails
- Produktdetails
- Verlag: McGraw-Hill Education
- Seitenzahl: 352
- Erscheinungstermin: 13. Februar 2019
- Englisch
- Abmessung: 234mm x 157mm x 25mm
- Gewicht: 654g
- ISBN-13: 9781260122152
- ISBN-10: 1260122158
- Artikelnr.: 53212107
- Verlag: McGraw-Hill Education
- Seitenzahl: 352
- Erscheinungstermin: 13. Februar 2019
- Englisch
- Abmessung: 234mm x 157mm x 25mm
- Gewicht: 654g
- ISBN-13: 9781260122152
- ISBN-10: 1260122158
- Artikelnr.: 53212107
William Heitman, the founder and managing director of The Lab Consulting, has spent over 25 years finding and implementing non-technology-based improvements for top Fortune 500 companies. A renowned thought leader on the subject, he has published articles about it for many of the business world's top magazines and journals.
Introduction: Just Another Day at the Office Part I: The Problem Chapter 1:
Where is White-Collar Waste Hiding? In Plain Sight! . What do a
financial-services company and a tire manufacturer have in common? . Why do
20 percent of earnings go missing-and unnoticed? . Test your knowledge:
three "spot the waste" stories. . Introducing the concept of "virtuous
waste." Chapter 2: Did You Notice That Your Most Valuable Assets Have
Shifted? . Buried in Babylon: the difference between tangible and
intangible assets. . Competencies: mundane work activities that are worth a
fortune. . Why your greatest assets remain unrecognized and
underproductive. . How unique is your business? Understanding the
anti-standardization bias. Chapter 3: How We Got Here: The Long Journey to
Myopia . Thirty thousand years of productivity improvements-in just five
minutes. . Should technology drive work activities-or the other way around?
. Why has knowledge work failed to improve when other work has wildly
succeeded? . The Industrial Revolution, "big rocks theory," and the
productivity paradox. Part II: The Solution Chapter 4: Finding--And
Fixing--Your Business' Biggest Blind Spots . Perceptive biases that trick
your brain into giving you incorrect information. . Logic biases, flawed
rationalizations, and profit-robbing false trade-offs. . The "principle of
least effort": not as simple as it sounds. . Powering past your blind
spots: techniques for "seeing the unseen." Chapter 5: Transforming Your
Business into a Knowledge-Work Factory . The immutable elements of
industrial-and knowledge-work. . Three perceptual errors that make the
brain ignore these elements. . The "better mousetrap dogma": market-based
suppression of business innovation. . Touring the anthill of knowledge work
operations. Chapter 6: What's the Capacity of Your Knowledge-Work Factory?
. The rise and (mostly) fall of org charts: an unmatched masterpiece from
1855. . How knowledge labor-cost data go missing-and where they're hiding.
. Why knowledge workers believe they're "exempt" from productivity
management. . Five lessons from a century of failed organizational
theories. Chapter 7: Recognizing the "Hidden Products" Your Knowledge
Workforce Builds . Taking inventory: the overlooked products your knowledge
workers create every day. . How "false complexity" erodes productivity-and
impedes standardization. . Lessons from the factory floor: adapting
product-based management to knowledge work. . A finance department case
study: best intentions, worst outcomes. Chapter 8: Building Your Very Own
Knowledge Work Factory . Beginning with basics: capacity and work products.
. The 1914 productivity death match: Frederick Taylor vs. Henry Ford. .
Separating the management of work from the performance of work. . Reducing
variance to boost productivity up to 30 percent-without technology. Part
III: The Turbocharge Chapter 9: Optimizing Your Knowledge Work Assembly
Lines . "The five maybes": a simple path to business-process improvement. .
How to outachieve the overachievers to reach better-than-best- practice
performance. . Why today's knowledge work is tragically under-automated. .
Documenting and managing predictable patterns in business processes.
Chapter 10: Analyzing And Simplifying Knowledge Work Activities .
Overcoming the three challenges to activity-level knowledge work
improvement. . The "periodic table of knowledge work activities." . Which
work activities are "unique"? Shattering a longstanding misperception. .
Tales of terror: real-world examples of hidden waste (with happy endings).
Chapter 11: Turbocharging Your Knowledge Work Factory . Doubling and
redoubling productivity, one wrench-turn at a time. . A spreadsheet/robot
smackdown. . The Activity Cube: reconciling four "views" of operations. .
Vendor hype versus reality: how much can you actually automate? Chapter 12:
Managing Industrialization . Counterintuitive strategy: how to win by
playing "not to lose." . Crossing the void: three strategic milestones. .
Building your knowledge work factory: a two-phased approach. . Demons of
the deep: how to avoid common implementation traps. Endnotes Index
Where is White-Collar Waste Hiding? In Plain Sight! . What do a
financial-services company and a tire manufacturer have in common? . Why do
20 percent of earnings go missing-and unnoticed? . Test your knowledge:
three "spot the waste" stories. . Introducing the concept of "virtuous
waste." Chapter 2: Did You Notice That Your Most Valuable Assets Have
Shifted? . Buried in Babylon: the difference between tangible and
intangible assets. . Competencies: mundane work activities that are worth a
fortune. . Why your greatest assets remain unrecognized and
underproductive. . How unique is your business? Understanding the
anti-standardization bias. Chapter 3: How We Got Here: The Long Journey to
Myopia . Thirty thousand years of productivity improvements-in just five
minutes. . Should technology drive work activities-or the other way around?
. Why has knowledge work failed to improve when other work has wildly
succeeded? . The Industrial Revolution, "big rocks theory," and the
productivity paradox. Part II: The Solution Chapter 4: Finding--And
Fixing--Your Business' Biggest Blind Spots . Perceptive biases that trick
your brain into giving you incorrect information. . Logic biases, flawed
rationalizations, and profit-robbing false trade-offs. . The "principle of
least effort": not as simple as it sounds. . Powering past your blind
spots: techniques for "seeing the unseen." Chapter 5: Transforming Your
Business into a Knowledge-Work Factory . The immutable elements of
industrial-and knowledge-work. . Three perceptual errors that make the
brain ignore these elements. . The "better mousetrap dogma": market-based
suppression of business innovation. . Touring the anthill of knowledge work
operations. Chapter 6: What's the Capacity of Your Knowledge-Work Factory?
. The rise and (mostly) fall of org charts: an unmatched masterpiece from
1855. . How knowledge labor-cost data go missing-and where they're hiding.
. Why knowledge workers believe they're "exempt" from productivity
management. . Five lessons from a century of failed organizational
theories. Chapter 7: Recognizing the "Hidden Products" Your Knowledge
Workforce Builds . Taking inventory: the overlooked products your knowledge
workers create every day. . How "false complexity" erodes productivity-and
impedes standardization. . Lessons from the factory floor: adapting
product-based management to knowledge work. . A finance department case
study: best intentions, worst outcomes. Chapter 8: Building Your Very Own
Knowledge Work Factory . Beginning with basics: capacity and work products.
. The 1914 productivity death match: Frederick Taylor vs. Henry Ford. .
Separating the management of work from the performance of work. . Reducing
variance to boost productivity up to 30 percent-without technology. Part
III: The Turbocharge Chapter 9: Optimizing Your Knowledge Work Assembly
Lines . "The five maybes": a simple path to business-process improvement. .
How to outachieve the overachievers to reach better-than-best- practice
performance. . Why today's knowledge work is tragically under-automated. .
Documenting and managing predictable patterns in business processes.
Chapter 10: Analyzing And Simplifying Knowledge Work Activities .
Overcoming the three challenges to activity-level knowledge work
improvement. . The "periodic table of knowledge work activities." . Which
work activities are "unique"? Shattering a longstanding misperception. .
Tales of terror: real-world examples of hidden waste (with happy endings).
Chapter 11: Turbocharging Your Knowledge Work Factory . Doubling and
redoubling productivity, one wrench-turn at a time. . A spreadsheet/robot
smackdown. . The Activity Cube: reconciling four "views" of operations. .
Vendor hype versus reality: how much can you actually automate? Chapter 12:
Managing Industrialization . Counterintuitive strategy: how to win by
playing "not to lose." . Crossing the void: three strategic milestones. .
Building your knowledge work factory: a two-phased approach. . Demons of
the deep: how to avoid common implementation traps. Endnotes Index
Introduction: Just Another Day at the Office Part I: The Problem Chapter 1:
Where is White-Collar Waste Hiding? In Plain Sight! . What do a
financial-services company and a tire manufacturer have in common? . Why do
20 percent of earnings go missing-and unnoticed? . Test your knowledge:
three "spot the waste" stories. . Introducing the concept of "virtuous
waste." Chapter 2: Did You Notice That Your Most Valuable Assets Have
Shifted? . Buried in Babylon: the difference between tangible and
intangible assets. . Competencies: mundane work activities that are worth a
fortune. . Why your greatest assets remain unrecognized and
underproductive. . How unique is your business? Understanding the
anti-standardization bias. Chapter 3: How We Got Here: The Long Journey to
Myopia . Thirty thousand years of productivity improvements-in just five
minutes. . Should technology drive work activities-or the other way around?
. Why has knowledge work failed to improve when other work has wildly
succeeded? . The Industrial Revolution, "big rocks theory," and the
productivity paradox. Part II: The Solution Chapter 4: Finding--And
Fixing--Your Business' Biggest Blind Spots . Perceptive biases that trick
your brain into giving you incorrect information. . Logic biases, flawed
rationalizations, and profit-robbing false trade-offs. . The "principle of
least effort": not as simple as it sounds. . Powering past your blind
spots: techniques for "seeing the unseen." Chapter 5: Transforming Your
Business into a Knowledge-Work Factory . The immutable elements of
industrial-and knowledge-work. . Three perceptual errors that make the
brain ignore these elements. . The "better mousetrap dogma": market-based
suppression of business innovation. . Touring the anthill of knowledge work
operations. Chapter 6: What's the Capacity of Your Knowledge-Work Factory?
. The rise and (mostly) fall of org charts: an unmatched masterpiece from
1855. . How knowledge labor-cost data go missing-and where they're hiding.
. Why knowledge workers believe they're "exempt" from productivity
management. . Five lessons from a century of failed organizational
theories. Chapter 7: Recognizing the "Hidden Products" Your Knowledge
Workforce Builds . Taking inventory: the overlooked products your knowledge
workers create every day. . How "false complexity" erodes productivity-and
impedes standardization. . Lessons from the factory floor: adapting
product-based management to knowledge work. . A finance department case
study: best intentions, worst outcomes. Chapter 8: Building Your Very Own
Knowledge Work Factory . Beginning with basics: capacity and work products.
. The 1914 productivity death match: Frederick Taylor vs. Henry Ford. .
Separating the management of work from the performance of work. . Reducing
variance to boost productivity up to 30 percent-without technology. Part
III: The Turbocharge Chapter 9: Optimizing Your Knowledge Work Assembly
Lines . "The five maybes": a simple path to business-process improvement. .
How to outachieve the overachievers to reach better-than-best- practice
performance. . Why today's knowledge work is tragically under-automated. .
Documenting and managing predictable patterns in business processes.
Chapter 10: Analyzing And Simplifying Knowledge Work Activities .
Overcoming the three challenges to activity-level knowledge work
improvement. . The "periodic table of knowledge work activities." . Which
work activities are "unique"? Shattering a longstanding misperception. .
Tales of terror: real-world examples of hidden waste (with happy endings).
Chapter 11: Turbocharging Your Knowledge Work Factory . Doubling and
redoubling productivity, one wrench-turn at a time. . A spreadsheet/robot
smackdown. . The Activity Cube: reconciling four "views" of operations. .
Vendor hype versus reality: how much can you actually automate? Chapter 12:
Managing Industrialization . Counterintuitive strategy: how to win by
playing "not to lose." . Crossing the void: three strategic milestones. .
Building your knowledge work factory: a two-phased approach. . Demons of
the deep: how to avoid common implementation traps. Endnotes Index
Where is White-Collar Waste Hiding? In Plain Sight! . What do a
financial-services company and a tire manufacturer have in common? . Why do
20 percent of earnings go missing-and unnoticed? . Test your knowledge:
three "spot the waste" stories. . Introducing the concept of "virtuous
waste." Chapter 2: Did You Notice That Your Most Valuable Assets Have
Shifted? . Buried in Babylon: the difference between tangible and
intangible assets. . Competencies: mundane work activities that are worth a
fortune. . Why your greatest assets remain unrecognized and
underproductive. . How unique is your business? Understanding the
anti-standardization bias. Chapter 3: How We Got Here: The Long Journey to
Myopia . Thirty thousand years of productivity improvements-in just five
minutes. . Should technology drive work activities-or the other way around?
. Why has knowledge work failed to improve when other work has wildly
succeeded? . The Industrial Revolution, "big rocks theory," and the
productivity paradox. Part II: The Solution Chapter 4: Finding--And
Fixing--Your Business' Biggest Blind Spots . Perceptive biases that trick
your brain into giving you incorrect information. . Logic biases, flawed
rationalizations, and profit-robbing false trade-offs. . The "principle of
least effort": not as simple as it sounds. . Powering past your blind
spots: techniques for "seeing the unseen." Chapter 5: Transforming Your
Business into a Knowledge-Work Factory . The immutable elements of
industrial-and knowledge-work. . Three perceptual errors that make the
brain ignore these elements. . The "better mousetrap dogma": market-based
suppression of business innovation. . Touring the anthill of knowledge work
operations. Chapter 6: What's the Capacity of Your Knowledge-Work Factory?
. The rise and (mostly) fall of org charts: an unmatched masterpiece from
1855. . How knowledge labor-cost data go missing-and where they're hiding.
. Why knowledge workers believe they're "exempt" from productivity
management. . Five lessons from a century of failed organizational
theories. Chapter 7: Recognizing the "Hidden Products" Your Knowledge
Workforce Builds . Taking inventory: the overlooked products your knowledge
workers create every day. . How "false complexity" erodes productivity-and
impedes standardization. . Lessons from the factory floor: adapting
product-based management to knowledge work. . A finance department case
study: best intentions, worst outcomes. Chapter 8: Building Your Very Own
Knowledge Work Factory . Beginning with basics: capacity and work products.
. The 1914 productivity death match: Frederick Taylor vs. Henry Ford. .
Separating the management of work from the performance of work. . Reducing
variance to boost productivity up to 30 percent-without technology. Part
III: The Turbocharge Chapter 9: Optimizing Your Knowledge Work Assembly
Lines . "The five maybes": a simple path to business-process improvement. .
How to outachieve the overachievers to reach better-than-best- practice
performance. . Why today's knowledge work is tragically under-automated. .
Documenting and managing predictable patterns in business processes.
Chapter 10: Analyzing And Simplifying Knowledge Work Activities .
Overcoming the three challenges to activity-level knowledge work
improvement. . The "periodic table of knowledge work activities." . Which
work activities are "unique"? Shattering a longstanding misperception. .
Tales of terror: real-world examples of hidden waste (with happy endings).
Chapter 11: Turbocharging Your Knowledge Work Factory . Doubling and
redoubling productivity, one wrench-turn at a time. . A spreadsheet/robot
smackdown. . The Activity Cube: reconciling four "views" of operations. .
Vendor hype versus reality: how much can you actually automate? Chapter 12:
Managing Industrialization . Counterintuitive strategy: how to win by
playing "not to lose." . Crossing the void: three strategic milestones. .
Building your knowledge work factory: a two-phased approach. . Demons of
the deep: how to avoid common implementation traps. Endnotes Index