".. a powerful tool for self-help and/or to transform the mindset of an entire organization." -- Ed Marram, Professor, Babson College
California, MD. (PRWEB) August 28, 2015
Based on their 90 years of combined experience, authors Alan Thomas, Larry Kennedy and Ralph LoVuolo have released a new book to provide managers and leaders in small and medium-size businesses with an easy-to-use guide for competitive advantage. Using time-honored lessons learned from many years of experience and research, the authors outline a comprehensive yet concise “learning organization” management model and process to use both for self-help and within group settings as a “team planning and learning tool.”
Small and medium-size businesses have become the engines of growth in today's economy, and in our global market, all businesses need to “learn how to learn” faster and better than ever before. This book is the first management model and process for a learning organization for use 'on the job.' Despite years of hyperbole and rhetoric, no ideal form of continuous improvement has emerged. This is especially true in the case of small businesses, service firms, non-profits and entrepreneurial groups within larger businesses. Imagine if managers had the ability to save precious time and simultaneously capitalize on their company’s collective knowledge and ingenuity.
Companies need a repeatable model process with a simplified set of guidelines—coupled with a broad backbone of best practice templates with which to implement “team planning and learning in action.” Never before has there been a concise and actionable “road map” to disciplined innovation. Systematic innovative management (SIM) provides that road map by, at last, focusing managers squarely on the best practices needed to harness creativity and innovation. In addition to providing a definitive, “learning organization” management model and a “team planning and learning in action” process, Best Business Practices also includes The Business Knowledge Navigator, an “operating mechanism” that can be used to facilitate a continuous improvement process by habitually reassessing all of a company’s key success factors. It categorizes over 300 possible make-or-break, product, service and cost factors, covering every fundamental management and functional discipline, in 35 modular sections.
To remain competitive today, companies must make their learning processes meaningful enough and tactical enough for all of their employees to think out-of-the-box in more focused and efficient ways. By enabling people to learn more quickly and efficiently, an entire organization will gain better control over its limited time and resources. This will spawn a higher level of commitment toward company objectives, which will naturally help to unleash the full potential of employees.
# # #
A Media Kit for 'Best Business Practices' is available at http://www.SIM.world/news.html
About the Authors:
Alan G. Thomas is a Business Process Improvement Specialist with the Naval Air Systems Command. Earlier, Alan provided financial and management advisory services to consumer product and health care organizations. He has been Part-time CFO for growth-oriented businesses and for companies involved in turnarounds. Alan began with years of operations-oriented financial management experience in various business settings, including roles as CFO and Controller for two large companies. He holds an MBA from Babson College.
Larry Kennedy has managed qualitative business intelligence programs in the computing, software and medical device industries in multiple countries. He is currently Adjunct Professor for DeVry University’s Keller Graduate School of Management, specializing in Marketing and Entrepreneurship. Earlier, Larry managed executive-level market research and business intelligence programs for technology firms after starting his career in consumer products. Larry holds an MBA from Babson College.
Ralph L. LoVuolo had founded of The Meadows Group, a provider of financial and management advisory firm servicing the manufacturing, retail and service industries. Now retired, Ralph assumed the role of acting CEO in several successful turnaround and bankruptcy situations, maximizing recoveries for investors and creditors. Earlier, Ralph held roles as VP of Operations and Finance for large manufacturing and retail companies.