This Focused Performance Weblog is a "business management blog" containing links and commentary related primarily to organizational effectiveness with a "Theory of Constraints" perspective. TOC is noted for its applications in Project Management and Multi-Project Management (Critical Chain) and Operations Management (Drum-Buffer-Rope), as well as in Marketing, Strategic Planning and Change Management (TOC Thinking Processes). If you are on an archive page, current postings are found here.
Wednesday, May 24, 2006
Holistic Hummings -- My feedreader has recently been humming with holistic thinking. From Sig...
So I ask myself - what's the difference between "brand management" and "process management"?
None.
Both is all about "what value are you going to deliver to what customer and how are you going to use your resources to attain that and keep some of it for yourself?"
The gap that seperates "making" from "selling" is artificial.
If you do have to break the typical processes into functional departments, I've always felt that instead of the typical reporting structure of production being organizationally close to engineering or product devlopment (in something usually called "operations") and sales joined at the hip with marketing, it should be production and sales for supporting today's business and marketing and engineering for tomorrow's.
Product development, marketing, PR, support, design, programming, etc — it’s all the same thing.
One way of putting all this into context is that everything needs to subordinate to a constraint-based strategy, recognizing that the market is constraint #1, even if it feels like the bottleneck to growth has slipped inside temporarily, and that everything that is done in a business is done for the customer current and future.
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