number of problems
REORGANIZATION: A WIZARD OR KAMIKADZE IS REQUIRED
The company N. was formed. Almost perfect conditions at the start. The company has a separate line in the country’s budget for the purchase of resources from producers. Delivery by suppliers (they are founders) of goods on credit with payment in a year. Almost a monopoly in its market. The old security system in connection with the collapse of one empire just collapsed before our eyes, and the new one has not yet been created. In such conditions, the company grew by leaps and bounds. This growth of the company lasted about seven to eight years. Colossal momentum, in the hundreds of millions of dollars. Developed new activities. But over time, other players began to appear on the market. They filled their niches or simply took into account the mistakes of the main competitor, thereby taking away his market share. With company N, the same thing happened. Competitors won new positions, working with clients not on “soviet” ministerial approaches. Continue reading
Improving the company’s business processes
What is a company (enterprise, organization, institution): a set of structural units (departments, divisions, bureaus, workshops, sites, services) or a set of business processes? Of course, both. However, looking at a company as an aggregate of business processes and managing them has significant advantages in a competitive environment for better and faster customer satisfaction, which are not only consumers of products (finished products, goods, works, services), but also company owners, suppliers, staff. Thus, those interested in improving the organization’s business processes are its owners, personnel, consumers, suppliers and the state, who are the “joint-stock” groups of the organization, and the company’s ability to survive in a complex, demanding and changeable environment and to achieve the goals for which it was created. Continue reading
