Not only that, but BPR can save you time.

Incremental improvements may

be appropriate if you only have one optimization goal. But, when there are
many ways a process needs improving, it may be faster to simply redesign
that workflow from scratch.
Plus, BPR helps reduce organizational complexity. When you start to dig into
your workflows, you may find that some legacy processes are overly
complicated or completely unnecessary.
Not only can BPR help you to design better workflows, but it can also be
used to reshape subsystems, eradicating unnecessary workflows in the
process.
This is how some college’s managed to cut the complexity out of its
registration process.
Previously, students had to register in person, requiring lots of staff to check
applications for errors manually. This was very time-consuming and
expensive.
To completely overhaul the process, college’s introduced BPR to migrate this
process online and automate the workflow.
Now, students register online, and all applications are verified automatically.
As a result, staff no longer have to manually check work, and applications
can be submitted in minutes.
It’s important to understand that there’s a time and place for total process
redesign. It’s not always appropriate to completely overhaul workflows.
For example, when there’s only one specific improvement that needs to be
made, it’s usually best to tweak your existing process. But when there is a
plethora of problems, sometimes it’s smart to start again from scratch.
Likewise, if you’re reacting to feedback further up the chain, it’s often more
appropriate to address the root cause of that negative feedback. However, if
you want to work on innovative solutions proactively, you may consider a
whole new approach to the way you work.
Steps for Effective Business Process Redesign
1 Identify the Need for Change
Start by identifying recurring problems that seem to shape the poor
feedback in your organization.
Are you experiencing dwindling profits? Is there low output in your
pipelines? Are you producing poor-quality end products?
Communicate the persistent issues to your superiors and stress the need for
change. Give examples of previous tweaks you’ve made to the current
process that haven’t worked.

2 Set up Achievable and Clear Objectives and Goals

The design process required to achieve certain specific objectives. It is
important to understand how you will take actions to achieve those
objectives. And, this is possible only when you establish a crystal-clear
outcome (what you expect from the new design of the business process).
When you set or target a clear and achievable goal, then you can ensure
that all the tasks work accordingly towards the same desired outcome. For
instance, if you aim to create a better and more secure network then you
have to make sure that everything from password reset processes to the
ways people print need to be taken into account.

3 Analyze the Poor Processes

Dig deep into the existing workflows to find out what doesn’t work.
If you’ve made tweaks in the past and haven’t delivered performance
improvement, several facets are likely contributing to each bottleneck.
Try using a Fishbone Diagram to perform a root cause analysis on each of
the inefficiencies you can see to try and figure out what’s causing them.
Look at the 6 M’s:
 Manpower: What problems are due to issues with staff and labor?
 Mother Nature: How does the working environment affect the
process?
 Measure: Are the performance tracking mechanisms ideal?
 Machine: Is the equipment suitable, up-to-date, and freely available?
 Material: Are there enough resources available to complete the job?
 Method: Is the process carried out in the most efficient and effective
way?

4 Merge Multiple Workflows in One Single Workflow

It’s always recommended to keep things simple and uncomplicated in a
business. Instead of creating multiple workflows, merge everything at single
place.
Don’t separate new activities and changes to a different stream, try
integrating them to the same workflow. Streamline and consolidate all your
business activities by developing and improving designated business
processes for each core business activity.
This also implies to the freelancers and contractors as well. In today’s
business world, they prove to be an asset to your business. Don’t treat them
as mere external resources. Count them equal to your regular, in-house
employees.

5 Design and Test the Reengineered Process

Redesign the entire process from the ground up. Try to think of innovative
solutions that can completely eradicate the issues that existed in previous
iterations of the workflow.
For example, imagine that the last workflow was slow and costly due to
repeated paperwork errors being made due to manual data entry. Rather
than introducing a quality control check to validate manual data entry, you’d
implement business process automation software.
That way, you could automatically populate data fields to eliminate the
manual data entry and automatically validate data so that no incorrect
information slips through the net.
Once you’ve redesigned the process, implement this on a small scale to see
how it works. There’s no use in rolling out a large solution without testing it
first in case it has severely negative knock-on effects.

6 Implement and monitor the changes

Successful business process redesign projects are clear, crisp and controlled.
They dig out expertise from people all over the business so they can develop
grounded processes in reality. Implementing and monitoring the impact of
the change is important to check the working of the process. If the concept
doesn’t work, then all the processes need to repeated all over again.

Business Process Redesigning Examples:

Cereal Products
The process of transforming food into cereal products begins on the farm
with the harvest. This is followed by primary processing, packing and
transportation to the processing plants (depending on the grain).
This large company analyzed its process and discovered a serious logistical
problem. It lost almost 20% of the grains harvested during transportation
from farms to the factories, located near the biggest consumption centers,
due to the precariousness of the roads.
After a study, this Business Process Redesigned case came to the conclusion
that it would be more profitable to move the factories nearer to the farms.
Afterwards, they transport final products to large centers with much fewer
losses.
The old factory sheds were transformed into distribution centers, helping to
reduce the impact of the initial investment, they already had docks and
other ready-made logistics infrastructure.

Fast Food Company

Completely redesigning the delivery of products can give you unexpected
results. In this type of restaurant, the process goes like all others, the
customer orders, the order goes to the kitchen, which prepares the meal
and then delivers to the consumer.
Business process analysts realized that it would be more advantageous if the
meal portions were previously prepared in a separate center, and delivered
to the restaurants daily.
When the customer orders, staff place everything together and deliver it.
This is a complete change in the process, resulting in greater control, fewer
accidents, greater employee satisfaction, and increased ability to focus on
customer needs, all without losing quality.

Conclusion
BPR proves to be effective if companies want to break the mold and turn the
tables to attain ambitious goals. For such cases, adopting any other process
management measures will not be that effective. BPR aims to provide an
organization the power to achieve all their desired objectives.
A BPR advances competence by extracting the limp and excess processes,
cost-cutting, and sharpen the management procedures. We measure
success by using the profitability metrics.
Question No 2
Make comparison of Business Process Re-engineering
and Total Quality Management with examples.
Answer No 2
Business Process Re-engineering (BPR)
According to Hammer and Champy (1993), BPR can be defined as
‘Reengineering the Corporation, a Manifesto for Business Revolution’.
Sometimes, BPR is used synonymously with business reengineering,
business process redesign, process innovation and business process
innovation. We use BPR as business process reengineering.
An organization can realize dramatic improvements through radical redesign
of its processes. This is in contrast to streamlining process in order to
achieve a higher level of performance. The above definition assumes that
the existing processes are not sound and need to be replaced. A properly
reengineered process can provide quantum leaps in performance and help
achieve breakthrough in providing value to the customer. The common
element that has to be noted is that, in a business enterprise, change occurs
across whole processes.

For Example, Airbnb

Airbnb is known for their coolness. Want to sleep in a treehouse in the
Balinese jungle? It’s just a few clicks away. Looking to make some secondary
income on your vacation home? List it on Airbnb.
Behind the scenes, the company was struggling to find their internal identity
in a design-centric Silicon Valley, and to create a sustainable, quick to
deliver, product development process.
The three main functions which contributed to the Airbnb product
development process designers, engineers, and researchers worked in silos,
only jumping into the process at defined times.
Those defined times weren’t serving the end goal of delivering a great
product on time.
Designers had to wait on engineers to write code before a mock-up could be
visualized on screen. In turn, engineers had to wait on researchers to
validate product ideas, only to find at the very end that project assumptions
were off-base.
This was less so a failure of bulldozing researchers, needy designers or
overly-coveted engineers.
The product development process needed to be reengineered. Not
optimized or automated, but fundamentally redesigned. According to Alex
Schleifer, Head of Design at Airbnb, he and about 300 other people on
Airbnb’s product team spent nine months doing just that.
To create one digital environment where designers and engineers work
seamlessly together.
Rather than each team working on separate systems, which meant rounds
and rounds of “quasi-prototypes” and “layers of abstraction”, this single
digital environment enables files to show updates in real time and reflect
real data.
Treat geographically dispersed resources as though they were centralized. In
Airbnb’s case, the way to centralize the product development process was
to centralize the internal development tool.
Even if coworkers weren’t able to sit in the same room, they were looking at
the same product in real time. This virtual centralization supports the team
in quick back and forth product development.
Another part of the reengineering solution of Airbnb's product development
process was to design product teams around outcomes, not features.
This approach baked in an unfamiliar step into the product development
process emotions. Teams were now pushed to talk about outcomes from
both a lofty, aspirational perspective, as well as a nitty gritty code
perspective.
“Outcomes define what we want to achieve for people in our community.”
Organize around outcomes, not tasks. This principle holds true when applied
to common business processes such as Procure-to-Pay and Order-to-Cash,
but also to Product Development.
When individual tasks (or in Airbnb’s case, features) become the
organizational priority, the larger outcome is mistakenly shelved for the
immediate need of the task
What about the researchers who would come in at the end of a project and
bulldoze everything designers and developers had built?
According to Airbnb, researchers became “deeply embedded into teams, as
equal partners on the product team, forming strong and enduring
relationships.”
They now participate in every stage of the product development process to
ensure the voices of guests and hosts are incorporated throughout the
project, not just as a validation stage at the very end.
Link parallel activities instead of integrating their results. By embedding
researchers into the process, they were able to validate development stages
along the way.
Rather than trying to massage in research outcomes to an already existing
product, Airbnb links research activities along with designer and engineering
activities
Total Quality Management
A core definition of total quality management (TQM) describes a
management approach to long-term success through customer satisfaction.
In a TQM effort, all members of an organization participate in improving
processes, products, services, and the culture in which they work.
Total Quality Management is a management approach that originated in the
1950s and has steadily become more popular since the early 1980s. Total
Quality is a description of the culture, attitude and organization of a
company that strives to provide customers with products and services that
satisfy their needs. The culture requires quality in all aspects of the
company’s operations, with processes being done right the first time and
defects and waste eradicated from operations.
Total Quality Management, TQM, is a method by which management and
employees can become involved in the continuous improvement of the
production of goods and services. It is a combination of quality and
management tools aimed at increasing business and reducing losses due to
wasteful practices.

Comparison Between BPR & TQM

(i) Both BPR and TQM primarily focus on customers. Success of BPR and
TQM is reflected in adequate response to the changing needs of customers
in a competitive business environment. Even though BPR does not explicitly
high-light the concept of internal customers like TQM, its success very much
depends on satisfaction of internal customers.
(ii) Both BPR and TQM are process-oriented concepts involving cross-
functional activities. While TQM may or may not involve break-through
improvements, BPR always attempts to achieve major or dramatic
improvements in the existing business processes. For process improvement,
TQM and TQC tools such as Pareto analysis, cause and effect diagram,
control charts etc., to identify the root causes of problems and to eliminate
them. BPR aims at drastic changes to improve the processes which are
markedly different from the existing processes.
(iii) Both BPR and TQM emphasise cultural changes in the organisation and
behavioural changes in employees by introducing customer focus and
process orientation in the minds of employees. Employees are motivated to
behave not just as job holders in the organisation but as part of the whole
process of the business.
(iv) Both BPR and TQM require top management support. The chief
executive of the company has to play the role of a leader for successful
implementation of BPR and TQM. Since both BPR and TQM are supporting
processes to achieve business goals, it is necessary that the top
management must take initiative in these processes, rather than delegating
the responsibility to middle management.
(v) Both BPR and TQM are not “one-time” experiments. Both need to be
implemented on a continuous basis.
(vi) Every employee in every department is directly or indirectly involved in
BPR and TQM.
The differences that exist are diverse and can be wide-ranging, but
similarities far outnumber differences. In an ideal world, the organization
with experience in neither would set out to implement TQM in full, meaning
that it ensures it maintains the proper management style so that employees
feel their most comfortable in contributing their thoughts based on their
experience with their own jobs. After the philosophy has been fully
integrated into the organization, a swift meeting with BPR can work to
change all those sticking points that the time requirement of TQM has not
effectively brought changes to, as the organization ensures that any BPR
initiative is executed in the spirit of and under the support of TQM.
Question No 3
What are the various steps involved in the management
process toward the re-engineering of business
improvement? Discuss with examples.
Answer No 3
Need of Re engineering
The real meaning of process reengineering lies in changes to the 4 main
business disciplines organization, technology, strategy, and people. The
need for business process reengineering arises in several ways in a business.
How do you know if it is time for a business overhaul? Business processes
must be reviewed regularly to determine if process reengineering is
required. Why should business processes be reviewed regularly?
Somewhere within the business process, an entrenched status quo has been
set by employees. These employees may be hoarding knowledge and
responsibilities that make them indispensable to the organization.
Your competition may be eating away at your customer base due to error-
prone business processes within your organization.
Despite achieving remarkable business growth, business profits are falling.
If your business shows any of the above signs, it warrants a process
overhaul. The next question is how often is a process review required?
When any of the above situations are encountered, then it is the right time
for process reengineering. Organizations that employ process analysts often
make frequent reviews of processes. How do find out which process needs
to be reengineered? Depending on the issue, the corresponding process
needs overhauling. Common issues that warrant process reengineering are:
 A rise in customer complaints and refund requests
  Increase in staff stress, disputes, and turnover
 Disruptions in business operations after experienced employees quit
or go on long leave
 Rapidly falling profitability
 Frequent disruptions in cash flow
 Raising inventory levels
 Inability to fill customer orders on time
 Closure of accounts books takes really long
 Sales leads are not being followed quickly
Businesses facing one or more of the above situations must consider
reengineering their processes.

BPR Phases
Business process reengineering is implemented in 3 phases, analysis, design,
and implementation phases. Implementation of all these phases should be
followed by communication throughout the organization.
The analysis phase of BPR starts with the analysis of the process to be
reengineered. The requirements for the new process are forecasted by
focusing on the current and future needs of the customer, analyzing what is
currently accomplished by the old process, creating a vision of what is to be
achieved by the reengineered process, and zeroing in on the distinction
between the two. The main aim of the analysis phase is to give the
reengineering team a deep understanding of reality. If a pressing need for
process change is revealed in the analysis phase, the reengineering team
proceeds with the design phase.
The design phase of BPR deals with the design of the reengineered process
that begins with the mapping of the new process to the development of a
change management plan. Between the mapping step and change
development plan step, the jobs are redefined and redesigned and the
available technology and organization resources are evaluated.
The implementation phase of BPR involves reengineered process/steps
execution, testing of the new steps/processes, and gathering performance
feedback. The new process is tested, and the performance is evaluated
through feedback. Continuous improvement of business processes
promotes a better customer experience.

Steps of Management Process for Re-

engineering of Business
Here are the steps to successful BPR implementation:
Step 1: This step focuses on preparation and coordination for implementing
BPR. The main objective is to establish strong management support and
communicate clearly to the implementation team about their project details
and their roles.
Step 2: This step focuses on the business diagnosis and performance
measurement of business processes. The main objective is to diagnose and
identify problematic areas in the current processes. The performance of
current processes is evaluated based on measurable factors like average
cycle time, number of errors, average cycle times, and number of customer
complaints.
Step 3: choosing the process for change and modeling is the second step in
business process reengineering implementation. The strategic processes
that are feasible for change are identified. Redefining and modeling the
selected processes are the main objective of this step.
Step 4: technical design of the solution is the main objective of this step.
Workflow automation is a tested way to improve operational efficiencies.
Ways to automate modeled business processes using workflow tools and
networks is the main objective here. Redesigning and modeling of the
selected processes are done using workflow automation tools.
Step 5: training and allocation of personnel for implementing the changes
are carried out in this step. The new ways of working with new processes
and ways of using IT in the redesigned process need to be explained to the
project team. This step focuses on training personnel on the usage of new
processes and allocating the right person for newly defined tasks.
Step 6: change management and employee empowerment are important
steps of BPR. Efficient change management helps establish a positive
attitude towards change among employees. In order to minimize resistance
from employees against change, they are empowered with position-based
performance appraisal and bonus systems.
Step 7: the final step in the implementation of BPR is the introduction of
new processes into business operations. A time and date are decided for
introducing new processes into the business. Emphasis is given to making
the employees understand that working under old processes is not possible
anymore.
Step 8: continuous improvement of business processes is a must for
sustaining in the market. The best way to capitalize on BPR implementation
is to develop an internal team of experts that offers guidance on future BPR
implementations.
Effective BPR implementation requires the timely execution of the above
steps. The most important factor in successful BPR implementation is having
a clear goal and coming up with clear strategic improvements to existing
work processes. BPR is all about implementing new ideas that change the
way you engage and interact with customers.

For Example
Business processes are happening much differently than they used to 20
years ago. Currently, there’s more emphasis on innovation and smart
automation.
Back in the day, reengineering processes in a company was a huge effort
that required a lot of people, resources, and money.
Now, modern approaches and technology allow you to quickly and
effortlessly reengineer all types of procedures.
What processes can you re-engineer? All of them, depending on your needs,
for example:
 Onboarding new employees or clients
 Product development process
 The process of selling a product
 Creating copy for your blog, website, or store (these usually include
research, SEO practices, the process of writing, proofreading and
editing, etc.)
Question No 4
How does the business organization deal customer
friendly for getting competitive edge in the market in
your view? Discuss with examples.
Answer No 4
Customer Friendly Service
As markets mature and competition intensifies, products and services
converge, and companies become increasingly hard to differentiate. But if
you want to generate growth and who doesn’t? you must find ways to stand
out. And one of the most effective ways to do that is to offer a better
customer experience than your competitors.
Customers have never been more spoilt for choice, so you must ensure your
company is focused on them like never before. Offering a consistently
excellent experience to your customers whoever they engage with and for
whatever reason is arguably your best way to generate loyalty.
This is about putting your customers’ needs at the heart of everything, then
ensuring they have the best possible experience at every touch point and
throughout every type of transaction. Get it right and satisfaction will grow,
service costs will fall, and you will stand a better chance of generating the
kind of loyalty that could even turn a customer into an ambassador for your
company.
Consumers are no longer willing to settle for bad or even mediocre
experiences. In turn, this means, every misstep, no matter how minor,
creates an opening for companies to gain market share by outshining their
competitors.
Delivering an exceptional customer experience is quite possibly the most
important competitive advantage for any business, regardless of size or
sector.

Ways to Make Customer Friendly Support

Your Competitive Advantage
1. Provide customers with choices in every interaction
The old days of routing a customer to a single phone queue for any request
will quickly kill any brand loyalty or advocate referral.
The best businesses provide a direct chat box on their website, Twitter and
Facebook requests addresses, as well as email, phone and website
alternatives.

2. Think "pull" marketing rather than "push" for all

services
This means providing such delightful and personalized service that the
customer is pulled in for upsells and becomes an advocate. Pushing
customers with special sales, repeated marketing jargon, and promotions
will quickly weaken brand loyalty and increase churn.

3. Staff all customer interactions with experienced

people
The people you select to interact with customers defines your brand
credibility.
Customers quickly detect intern usage or outsourcing to unfamiliar cultures,
and will share their reactions through social media, rating sites, and
personally. Lost growth can quickly exceed current savings.

4. Never say "no" or "dead-end" a customer request

Always provide a positive next step or a request for feedback, with active
follow up included. We have all received the "do not reply" email or been
refused access to the real decision maker.
If your company can't satisfy their special request, be prepared to connect
them to a competitor who can.

5. Use technology to personalize and expedite requests

How many times have you been asked to repeat information when you
interact with multiple people at a company?
With today's technology, every business should know your name, phone
number, and transaction history when they answer the phone and pass you
to the right contact.

6. The customer's view of usability is the one that

counts
Usability means adapting to the user's background, rather than the user
adapting to your changes for efficiency.
Changing the sequence of your online ordering process will frustrate and
confuse current customers, so test on all constituents, with feedback, before
making "improvements."

7. Set up online forums for customers to help each

other
Most people feel good if they can help someone else, and customers who
are advocates usually give better answers than your technical people.
The forum staff should always be watching, to initiate or supplement
answers, implement solutions internally, and reward contributors.
Today bad customer experiences, whether unnoticed or resolved poorly, will
jeopardizing your entire brand image. Consider the experiences of United
Airlines a few years back in handling a broken guitar, or more recently
Comcast's handling of a service cancellation request.
The solution is to set the norm with positive reviews and too many delighted
customer stories to challenge.
Although the technology is getting better and better, there is no substitute
for well-trained people with the passion, conviction, and authority to
anticipate and resolve any situation.
It's time to take a hard look at what more you can do to build a positive
emotional relationship with every customer, and entice them to pull
everyone they know away from competitors.

Customer Experience
Customer experience represents the overall emotional journey throughout
the buying cycle from the moment a customer discovers a brand to the
point of purchase and beyond. Customer experience includes every piece of
content they read, every conversation with the service team, every
interaction they have with a product.
It’s also a good time to clear up a common misconception: customer
experience and customer service are not interchangeable terms.
Customer service represents just one slice of the total experience and refers
to the direct interactions that a customer has with front-line employee’s
customer success teams, sales reps, tech support, etc.
Customer experience on the other hand, measures overall customer
perception based on the sum of every touchpoint they interact with directly
or indirectly. This includes preconceived notions someone might have about
a brand as well as direct interactions with a human rep, marketing
communications, press mentions, and more.
Customer Experience as a Competitive
Advantage
Customer experience has become a major differentiator across all
industries.
Conversocial’s State of Customer Experience Trends 2021 report found that
22% of customers said they consider a great experience to be more
important than price.
According to Zen Desk, brands that prioritized Customer experience pre
pandemic are already at an advantage. Companies with mature Customer
experience strategies are more than six times as likely to exceed customer
retention targets than those that haven’t made Customer experience a
priority.
Slow movers risk falling even further behind as customer expectations
continue to rise and brands invest more into the technology and training
that enables them to compete on experience.
Great Experience = Increased Loyalty
The real advantage of Customer experience is keeping customers happy so
that they keep being customers.
You’ve probably come across these oft-cited stats:
Most of your business comes from your existing customers
It’s cheaper to market to your current customers than chasing after new
ones.
If an organization cares about its reputation and wants satisfied and loyal
customers, they’ll invest in Customer experience.
Good Customer experience not only helps organizations retain customers,
but it enables them to leverage their reputation to attract new ones.
But customers are more impatient than ever. While customers are happy to
stick with solutions that work for them, they won’t think twice about
jumping ship when they run into trouble. In other words, you need to
continuously earn their business. Once they’re gone, it proves difficult to
regain their trust and have them return to your product or service. Winning
back customers is an expensive effort. If companies don’t stay ahead of the
curve, products and businesses will fail
Customer experience is much more than excellent
service and competitive prices. It’s the foundation for building and
sustaining a successful brand. But leveraging Customer experience as a
competitive advantage depends on great data, a customer-centric culture,
and technology that empowers the entire team to deliver a quality
experience.
Question No 5
What are various strategies to be formulated in the
business organization to concentrate on output rather
than inputs? Discuss with examples.
Answer No 5
Three ways to increase focus on output
Businesses need to produce outputs, but many people working in
organizations think about their work in terms of inputs.
What’s an input? I mean things like:
Making 20 sales calls a day (the output would be actual profitable sales).
Implementing a new performance management IT system (the output would
be higher performing, more promotable people).
Writing reports (the output could be making a good decision and getting
support for the follow-through implementation).
People often think their job is done when they’ve completed their inputs,
but success all has to do with outputs.
Think about it this way: if you go and see a comedian, you don’t care how
much work they put into writing their act and practicing it. You care that you
laugh. If you don’t laugh, it doesn’t matter that the comedian sweated, and
put a lot of time and money into the creation of the act.
For whatever reason though maybe educators give too much credit to
students for showing their work even if the answer is wrong, maybe being
able to say “But I worked hard” is often an acceptable excuse, maybe there’s
a vestigial Puritanism that values hard work for its own sake the fact is that
there is a human tendency to focus on inputs.
This isn’t just about individual productivity, it’s also about teams and
organizations as a whole: most meetings agendas I see are lists of issues.
And issues are inputs.
So if you lead a team or organization, the challenge is to keep everyone’s
focus on the outputs. Here are three of the fastest ways:
1. If you must hold a meeting, then instead of an agenda that’s a long list
of issues, have an agenda that’s a very short list of objectives, with
clear evidence criteria for when you have succeeded.
2. Delegate responsibility for producing results, not merely for following
a sequence of steps in a process.
3. Make sure that people who produce results are conspicuously
recognized and rewarded above and beyond those who just
completed the checklist. The rewards don’t always have to be
financial. The people you are looking for will be most encouraged by
juicier assignments, high-level mentoring or promotions.

Output-Driven Management
Output-driven management is based on goals and criteria. You present the
problem to your employees, thereby giving the goal and the results that
must be achieved. Together with the preconditions for the solution, your
employees have everything they need to get to work.
It makes sense to manage your employees in this way. Your employees get
all the freedom and space to show their creativity and use their strengths.
And aren’t those the reasons why you hired this specific employee? You
provide direction and vision with output control, formulate the perfect
picture and leave the input to your employees. They determine the concrete
path to follow in order to achieve the goal.
Output Control in Practice
Yet in practice, it often goes differently. Managers generally have difficulty
with output control. Output control requires a lot of trust in the employees.
Delegating and releasing responsibility is what you will have to do.
But what if you are not sure that your employees can implement it exactly
as you envisage it? Often there what’s called the bottleneck. How your
employees will implement it is not up to you. If you have clearly formulated
the result, the goal and the good criteria, the experts, your employees, will
get to work.

Better for Customers Service

Managing on output has major positive consequences for the organization.
With output control, the customer becomes more central. Your employees
are closer to your customers. They often have direct contact with the person
concerned. The feedback they receive can, therefore, be applied
immediately. As a result, the product or service fits in better with the
customer, who will be more satisfied with the result.

Output Driven Management Uses Talents

Output driven management is purely focused on the goal that must be
achieved and the preconditions that the solutions must meet. For the rest,
the talents of the employees are fully trusted. It is not prescribed how the
work must be carried out. That part is left to the specialists. They may come
up with the solutions and fill in how the project is being implemented.
Output-driven management, therefore, makes optimum use of employees’
talents. It is a win-win situation. Your employees are challenged to let their
creativity work and to use their skills to the maximum. In this, you get the
best results that seamlessly meet the wishes of the customer.