Articles: Organic Growth
Here is a list of publications focusing on Organic Growth by Schaffer Consulting consultants.
Best Foot Forward, Matthew McCreight and Ronald Ashkenas, Northeast Executive, Fall 2009.
This article is an excellent overview of our firm and how we help our clients realize their fullest potential.
Request a Copy From Pilot Project to Business Strategy: How to Turn Innovation into Growth, Wes Siegal and Evan Smith, C2M: Consulting to Management, April 2006
Pilot projects need more than success to realize their promise. Learn what organizations can do to involve stakeholder groups in selecting, conducting, and reviewing growth pilots - and how these steps maximize the long-term value of those pilots.
Request a Copy Leadership Excellence - Development is a full-time job, Robert H. Schaffer, Leadership Excellence, January 2006.
This article describes how Avery Dennison yielded over $50 million in new revenues in their first year of using rapid-cycle projects to develop leadership capabilities.
Request a Copy Turning Giants, Robert H. Schaffer, American Executive, May 2006.
When a company is in difficulty, the CEO is so worried about not getting further behind, they can't imagine investing time and resources trying to build grassroots change capability. Fortunately, they don't have to make that choice.
Request a Copy Mobilize Large Numbers of People In Change: Chapter 5 of Rapid Results!, by Robert H. Schaffer, Ronald N. Ashkenas, and Associates, Jossey-Bass 2005.
This chapter shows how Rapid Results projects and WorkOut can serve as a vehicle for engaging large numbers of people into the change and improvement process and how a modified version of the well-known GE “WorkOut process” provides a structured methodology to support this rapid engagement. The experiences of Avery Dennison, Zurich U.K. and Armstrong cited in this chapter show that rapid-cycle projects, even if somewhat modest to begin with, can quickly be turned into powerful engines for accelerating change—change that can advance as fast as you want it to happen and can involve huge numbers of people as quickly as you want to involve them. As more and more people lead and participate in Rapid Results teams, more and more change management competence is developed at every level in the organization. And as this competence grows, so does the organization’s overall capacity to implement large-scale change.
Request a Copy Start With Results, Not Preparations: Chapter 3 of Rapid Results!, by Robert H. Schaffer, Ronald N. Ashkenas, and Associates, Jossey-Bass 2005.
Rapid Results projects are not an alternative to longer-term vision and strategic management. Rather they are a necessary, complementary element in major strategic change efforts. Rapid Results projects ensure that the large-scale strategic efforts are effectively absorbed into the organization. This chapter includes a case study from United Aluminum which, to this day, maintains an on-time shipment delivery of 99.4%.
Request a Copy Unleashing Implementation Capacity in Developing Countries: Chapter 9 of Rapid Results!, by Robert H. Schaffer, Ronald N. Ashkenas, and Associates, Jossey-Bass 2005.
For over 60 years, international agencies have tried to help the developing nations of the world free themselves of poverty—with far too little success. The same assumptions that are at the heart of big fix solutions in business also underlie most of the economic and social development programs. In this chapter, we will describe how government officials in developing countries are beginning to use Rapid Results as a vehicle for unleashing implementation capacity in their countries. The emerging stories from Nicaragua, Eritrea, Kenya, and other counties shed light on a path toward higher returns on investments in international development work.
Request a Copy Execution Plain and Simple: You Can Make Great Execution a Habit, Robert A. Neiman and Harvey A. Thomson, Canadian Manager, Fall 2004.
As a leader, you can improve execution success with the people you have now—without major investments in facilities, equipment, or cultural change programs.
Request a Copy Transforming the Sales Force in a Maturing Industry, Kevin F. Sullivan, Richard A. Bobbe and Martin R. Strasmore, Management Review, June 1988.
How PPG Fiber Glass Reinforced Products sales force increased product sales despite slowing market growth and intensified competition.
Request a Copy Manage R&D, or Else, Growth Strategies, American Management Association, July 1987.
Collaborative planning among R&D, manufacturing, marketing and customers speeds new products to market.
Request a Copy Productivity Improvement: Manage It or Buy It?, Richard A. Bobbe and Robert H. Schaffer, Growth Strategies, Business Horizons, March-April 1983.
Many companies try to meet the challenge of productivity by means of capital investment in more efficient technology, plant, and equipment. Others concentrate on training, incentives, or quality circles. These elements are all necessary. Significant improvement, however, requires management to expand its capacity to get more—both from these new investments and from the ones in place.
Request a Copy Want Productivity Improvement? Manage It!,, Richard A. Bobbe and Robert H. Schaffer, Administrative Management, August 1982.
Systematically managing productivity growth ensures ongoing performance improvement.
Request a Copy Challenge to Personnel: A Story of Growth & Change, Richard A. Bobbe, Management of Personnel Quarterly, July 1967.
A small personnel department helps its company change and upgrades its own role in the process.
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