You can’t manage what you can’t measure; you can’t improve what you can not recognize.
An excerpt from Fletcher L. Groves, III via Big Builder…
“Over the years, I have learned to reduce everything to its essence. Improving operating performance and business outcomes comes down to getting the job done in four critical areas: (1) developing a strategic and marketing discipline; (2) having a clear perspective on how value is created; (3) creating a business context in which everything makes sense and generates the right sense of urgency; and (4) developing a focus on managing operations and solving problems as a system.
…a Strategic Discipline.
…a Horizontal Perspective.
…a Business Context.
…a Systems Focus.”
…continue reading via Big Builder.
Before we begin implementing software, we sit down with homebuilders to plan how their software will impact their business, and vice-versa. We call this a business process review (BPR), and it sounds a lot like Groves’ step 4. With your strategic discipline, horizontal perspective, and business context in mind, we take a deep dive into your current processes within the framework we have developed over years of working with large homebuilders.
The first step in a traditional BPR analysis is to define all project expenditures and create a structure to collect and evaluate costs, making sure that no elements are overlooked. Similarly, the BPR analysis creates a framework for understanding and quantifying the potential benefits that a solution can deliver. Many believe that it is too difficult to quantify potential benefits, and therefore avoid evaluating their processes. However, by decomposing the potential benefits of savings, and tallying the business processes researched into non-denominational units of effort (Effort Units), it becomes easier to uncover potential gains and begin the quantification process.
Request a consultation, a demonstration, or a full business process review.