Another context where the quality-curve concept can be valuable is…

Mostly we are concerned with relatively low-stress situations where management wishes to drive faster growth, avoid possible constraints, or reverse declining performance. Sometimes, though, organizations find themselves in crisis, with resources and revenues in sharp decline and financial losses that are worsening so fast as to threaten their survival. Drastic action may be unavoidable…
But what action?

Resource attributes pose challenges for managers of non-commercial organizations, just as they do for business executives — clients, beneficiaries and other demand-side resources bring with them the service demands they place on the organization, staff bring skills and experience, and so on.
What issue causes concern for many not-for-profit organizations? Read on to find out more…

Just spoke at the Austrian Financial Controller conference, organised by Contrast, the largest training and consulting firm in the market. “Controlling” in the German-speaking world is already a…

One specially useful case where resource “attributes” arise is when one resource brings access to other potential resources, most often customers…

There are a few candidates for title of ‘the most useful framework’ in strategy dynamics – and this is sure one!

It’s not just customers and staff whose ‘qualities’ affect performance – many organizations rely heavily on physical assets for their operations.
Read on to see how they affect performance…

Management is concerned about the quality of resources because it has a real impact on performance – better sales people win better customers, faster, better products drive stronger customer growth and sales, better equipment causes fewer faults, and so on.

Read on as we further build on the simple example of skills amongst call-center staff from Briefing 26…

The previous briefing looked at how adding larger customers and removing smaller ones can raise the average size of a firm’s customer base. To these mechanisms must be added a third element.
What is it?

It is not easy to understand and manage changes in attributes and the impact of those changes. Strategy must recognize and cope with change over time, so needs a method for quantifying both scale and speed of progress. Now we must not only work out how key resources are changing, but also the quality of those resources.
How is this done?