The two diagrams below show why the HOC approach succeeds. The first shows a typical reengineering project. Few of the steps needed for real organizational change are followed. This prevents subsequent sub-optimization, a real risk when teams work in isolation or purely by function. Top management keeps the job of leadership, direction, and prioritization, but the whole organization participates and gives input.
Energy levels are very high.
The obvious gains are realized. Things happen fast. HOC offers a variety of courses related to process improvement and reengineering. These courses are typically customized to reflect the type of business, types of problem being addressed, and technical depth required. Most often these tools are taught in the context of our team building courses .