It can be argued that the effectiveness of lean thinking in the workplace is ultimately due to individual behaviour and motivation – and on the critical habits that people form that are conducive to process thinking and continuous improvement. In the article Prof Bill Lucas of the University of Winchester argues that if we can clearly articulate the range of habits which improvers need to have, and the knowledge and skills which will help them improve services, we can more precisely specify the learning required and the best learning methods, which will enable educators better understand the teaching and learning methods which best develop these habits.
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The concept of lifetime value is well founded in the sales and marketing field, where there has been a growing appreciation that it is cheaper and more profitable to maintain than gain and that a business needs to think over the long term regarding its customer relationships, rather than take a narrow, single transaction perspective. HP’s David Packard famously once stated that “marketing is too important to be left to the marketing department” implying that all employees are part-time marketers and so those in operations and service delivery also need to grasp the lifetime value concept and ensure that they play a role in nurturing customer relationships, so as to maximise both the return for the company and the value received by the customer.
This article first appeared on tenfold
This article was written by Simon Elias of the LCS and Richard Harrison of Sales Transformation Partnership. Introduction While lean thinking is increasingly being applied beyond the operations arena in many organisations, sales and marketing (S&M) appears to have been particularly immune to the lean mantra. The reasons behind this are...