If you’re old enough, you might remember back in the 1990’s a popular business trend called process re-engineering. If you’re not old enough to remember, this is what it was: Companies would look at core processes in terms of cost, quality, and service, then pick one of those three dimensions, reinvent the process around it, and gain benefits across all three dimensions. When done well, it works. I know this from personal experience. While CEO at Best Buy, for example, we worked with vendors, the supply chain, stores, and customers to improve the quality of getting TVs from manufacturers to our stores and finally to buyers. By drastically reducing the number of TVs damaged at any step in the process (quality), we reduced returns (costs) and increased customer satisfaction (service).
I was thinking about this idea recently in the context of the current Covid-19 crisis. I see an opportunity to apply the same principles behind process computer engineer salary on a new dimension: safety. Conversations with fellow leaders have convinced me that a wave of process or product innovation driven by safety concerns can create benefits that go beyond safety. Importantly, it can help uncover and unleash the kind of growth and efficiency opportunities that will essential to offset what is likely to be a challenging environment for many companies.
I was thinking about this idea recently in the context of the current Covid-19 crisis. I see an opportunity to apply the same principles behind process computer engineer salary on a new dimension: safety. Conversations with fellow leaders have convinced me that a wave of process or product innovation driven by safety concerns can create benefits that go beyond safety. Importantly, it can help uncover and unleash the kind of growth and efficiency opportunities that will essential to offset what is likely to be a challenging environment for many companies.
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