1、Topic 8 : A Customer Focused Organization:第八講：第八講：以顧客為中心的以顧客為中心的機(jī)構(gòu)機(jī)構(gòu)：Using Assessment and Continuous Improvement to Drive Performance以評(píng)估和持續(xù)不斷的改善來(lái)提升以評(píng)估和持續(xù)不斷的改善來(lái)提升績(jī)效績(jī)效Rick LuceMay 11, 2009We Need a Systems Approach我們需要一個(gè)系統(tǒng)方法我們需要一個(gè)系統(tǒng)方法 The human body is a system, our subsystems work together to keep us

2、 healthy人體是一個(gè)系統(tǒng)，我們的子系統(tǒng)會(huì)一起運(yùn)作讓我們保持健康人體是一個(gè)系統(tǒng)，我們的子系統(tǒng)會(huì)一起運(yùn)作讓我們保持健康 Research libraries are systems, requiring a management system to keep the subsystems working together to be healthy研究圖書館的健康運(yùn)作，需要依賴管理系統(tǒng)使子系統(tǒng)一起運(yùn)作研究圖書館的健康運(yùn)作，需要依賴管理系統(tǒng)使子系統(tǒng)一起運(yùn)作Anyone who learns to see the organization as a system can never again

3、feel satisfied with “improvement” initiatives which simply change staffing and the org chart but do not tackle the system itself任何曉得把組織看成一個(gè)系統(tǒng)的人，決不會(huì)滿足于那些只是改變?nèi)耸氯魏螘缘冒呀M織看成一個(gè)系統(tǒng)的人，決不會(huì)滿足于那些只是改變?nèi)耸潞徒M織架構(gòu)而不解決系統(tǒng)本身問(wèn)題的和組織架構(gòu)而不解決系統(tǒng)本身問(wèn)題的“改善改善”計(jì)劃計(jì)劃c Rick Luce, HKUL, May 2009 cWhere Assessment Fits適適於於評(píng)估的評(píng)估的元素元素Assess

4、ment a method of planning for improvement評(píng)估評(píng)估 計(jì)劃改善的方法計(jì)劃改善的方法 Catalyst for organizational change (not a quick fix)組織轉(zhuǎn)變的催化劑組織轉(zhuǎn)變的催化劑而不是捷徑而不是捷徑qGain staff understanding for need for improvement & commitment to shared improvement goals贏取員工對(duì)改善及分擔(dān)共同改善目標(biāo)之重要性的理解贏取員工對(duì)改善及分擔(dān)共同改善目標(biāo)之重要性的理解c Rick Luce, HKUL, M

5、ay 2009 cWhere Assessment Fits適適於於評(píng)估的評(píng)估的元素元素Ideally a performance measurement matrix balancing:理想的績(jī)效評(píng)理想的績(jī)效評(píng)估估矩陣矩陣會(huì)會(huì)評(píng)衡：評(píng)衡：qQuality = customer defined goodness internal & external質(zhì)量質(zhì)量 = = 顧客定義為顧客定義為優(yōu)質(zhì)優(yōu)質(zhì)者者 內(nèi)部顧客及外部顧客內(nèi)部顧客及外部顧客qTime = speed, how fast is the response, agility時(shí)間時(shí)間 = = 速度，反應(yīng)有多迅速，敏捷度速度，反應(yīng)

6、有多迅速，敏捷度qCost = resources spent on people, processes, or organizational shifting or rework成本成本 = = 投放于人力上的資源投放于人力上的資源， 流程，流程，組織變動(dòng)或重整組織變動(dòng)或重整c Rick Luce, HKUL, May 2009 cPerformance Measures: our Vital Signs績(jī)效量度績(jī)效量度 : : 如我們的如我們的生命徵象生命徵象Statements without performance measures are wishful thinking - wit

7、hout data, we dont know沒(méi)有績(jī)效量度的報(bào)告只是沒(méi)有績(jī)效量度的報(bào)告只是主觀愿望主觀愿望而已而已 沒(méi)有數(shù)據(jù)沒(méi)有數(shù)據(jù)，我們不得而知我們不得而知qAll libraries have volume or transaction data - provides no process insight所有圖書館均有數(shù)量或處理數(shù)據(jù)所有圖書館均有數(shù)量或處理數(shù)據(jù) - - 沒(méi)有提供流程分析沒(méi)有提供流程分析 Move from a focus on product metrics to process metrics把焦點(diǎn)從產(chǎn)品量度移向流程量度把焦點(diǎn)從產(chǎn)品量度移向流程量度Process perf

8、ormance (statistics, run charts, variation)流程量度流程量度 ( (統(tǒng)計(jì)，統(tǒng)計(jì)，走勢(shì)圖走勢(shì)圖 ，變動(dòng)），變動(dòng)）c Rick Luce, HKUL, May 2009Performance Metrics績(jī)效衡量指標(biāo)績(jī)效衡量指標(biāo)Getting to the right metrics找出找出“恰當(dāng)恰當(dāng)”的衡的衡量指標(biāo)量指標(biāo)qWhat is the value equation?什么是價(jià)值等式什么是價(jià)值等式? ?qHow do we compare & differentiate ourselves?如何比較和突出自己如何比較和突出自己? ?qFo

9、cus on : Customer, process, sponsorship metrics 集中于集中于： 顧客顧客，流程流程，贊助項(xiàng)目的贊助項(xiàng)目的衡量指標(biāo)衡量指標(biāo) c Rick Luce, HKUL, May 2009Hedgehog View: Constancy of Purpose 持之以恒持之以恒What are webest at?我們的最強(qiáng)項(xiàng)我們的最強(qiáng)項(xiàng)是什么是什么? ?What are wepassionate about?什么事我們會(huì)什么事我們會(huì)熱心去做熱心去做? ?What drives our valueengine?什么驅(qū)動(dòng)我們的什么驅(qū)動(dòng)我們的價(jià)值引擎價(jià)值引擎? ?

10、Adapted from: Jim Collins. Good to Great. 2001c Rick Luce, HKUL, May 2009 cID Key Success Factors成功的重要因素成功的重要因素Characteristics of successful organizations:* 成功機(jī)構(gòu)的特色成功機(jī)構(gòu)的特色1.Do something others cannot do 做一些別人做不到的事情做一些別人做不到的事情2.Do something well that others do poorly, or 把一些別人做不好的事情做好把一些別人做不好的事情做好, ,

11、 或者或者3.Do something others have great difficulty doing well 做一些別人極難做得好的事情做一些別人極難做得好的事情*Prahalad and Hamel. The Core Competencies of the Corporation. HBR, May/June 1990.c Rick Luce, HKUL, May 2009 cID Key Success Factors成功的重要因素成功的重要因素q10-15% of research libraries content / services are unique 10-15%

12、10-15% 的研究圖書館的內(nèi)容或服務(wù)均有其獨(dú)特性的研究圖書館的內(nèi)容或服務(wù)均有其獨(dú)特性What % of the budget resources support that?其得到其得到的經(jīng)費(fèi)百分比是多少的經(jīng)費(fèi)百分比是多少? ?*Prahalad and Hamel. The Core Competencies of the Corporation. HBR, May/June 1990.c Rick Luce, HKUL, May 2009 cManagement Principles of Successful Organizations成功機(jī)構(gòu)的管理原則成功機(jī)構(gòu)的管理原則 Strong

13、customer focus 強(qiáng)烈的顧客至上的信念強(qiáng)烈的顧客至上的信念 Effective leadership 有效的領(lǐng)導(dǎo)有效的領(lǐng)導(dǎo) Continuous improvement and learning持續(xù)改善和學(xué)習(xí)持續(xù)改善和學(xué)習(xí) Management by fact基于事實(shí)的管理基于事實(shí)的管理 Fast response快速反應(yīng)快速反應(yīng) Long-range view of the future長(zhǎng)遠(yuǎn)的觀念長(zhǎng)遠(yuǎn)的觀念 Results orientation 結(jié)果取向結(jié)果取向 Cooperation, teamwork,partnering合作合作，團(tuán)隊(duì)團(tuán)隊(duì)，伙伴伙伴c Rick Luce,

14、 HKUL, May 200 cFollow the Leaders跟隨領(lǐng)導(dǎo)者跟隨領(lǐng)導(dǎo)者M(jìn)alcolm Baldrige National Quality Award: recognizes organizations practicing the most effective management methods美國(guó)國(guó)家質(zhì)量獎(jiǎng)：表?yè)P(yáng)正實(shí)施最有效管理方法的機(jī)構(gòu)美國(guó)國(guó)家質(zhì)量獎(jiǎng)：表?yè)P(yáng)正實(shí)施最有效管理方法的機(jī)構(gòu)qHigh performance is sustainable due to good management practices良好的管理作風(fēng)可令高績(jī)效持續(xù)下去良好的管理作風(fēng)可令高績(jī)效持續(xù)下

15、去qAnalysis of 600 winners over 10 years: growth = 2.5 times as fast as peers, more than 2X more profitable1010年來(lái)年來(lái)600600個(gè)個(gè)得獎(jiǎng)得獎(jiǎng)機(jī)構(gòu)的分析機(jī)構(gòu)的分析：增長(zhǎng)增長(zhǎng)= = 同行的同行的2.52.5倍倍，增加增加2 2倍以上的利潤(rùn)倍以上的利潤(rùn)qExamines approach, deployment and results評(píng)估方法評(píng)估方法，部署，部署和結(jié)果和結(jié)果c Rick Luce, HKUL, May 200 cBaldrige Criteria for Performan

16、ce ExcellenceBaldrigeBaldrige卓越績(jī)效準(zhǔn)則卓越績(jī)效準(zhǔn)則Leadership Strategic Planning Student, Stakeholder, and Market FocusMeasurement, Analysis, and Knowledge Management Workforce Focus Process Management Results c Rick Luce, HKUL, May 2009 c領(lǐng)導(dǎo)領(lǐng)導(dǎo) 策略規(guī)劃策略規(guī)劃學(xué)生學(xué)生，項(xiàng)目相關(guān)人員項(xiàng)目相關(guān)人員，及及市場(chǎng)焦點(diǎn)市場(chǎng)焦點(diǎn)量度量度，分析及知識(shí)管理分析及知識(shí)管理以員工為本以員工為本流

17、程管理流程管理結(jié)果結(jié)果Requires a system both in approach and deployment需要有系統(tǒng)的方法和配置需要有系統(tǒng)的方法和配置Baldrige Applications: Lessons Learned包立治模式的應(yīng)用：獲取的經(jīng)驗(yàn)包立治模式的應(yīng)用：獲取的經(jīng)驗(yàn) Accelerated learning using Baldrige framework用包立治架構(gòu)快速學(xué)習(xí)用包立治架構(gòu)快速學(xué)習(xí) “System” is tough to integrate all at once“系統(tǒng)系統(tǒng)”有能力立刻融合所有的東西有能力立刻融合所有的東西“Be patient,

18、have discipline” Deming“耐心耐心, ,有有紀(jì)律紀(jì)律” Importance of supplier partnerships與供應(yīng)商的合作關(guān)系的重要性與供應(yīng)商的合作關(guān)系的重要性 Difficulty of language translation翻譯語(yǔ)言的困難翻譯語(yǔ)言的困難 Benchmarking data - time series data for competitors couldnt be obtained from libraries標(biāo)桿分析法數(shù)據(jù)標(biāo)桿分析法數(shù)據(jù)競(jìng)爭(zhēng)對(duì)手的競(jìng)爭(zhēng)對(duì)手的時(shí)間序列時(shí)間序列數(shù)據(jù)數(shù)據(jù)沒(méi)法從圖書館得到?jīng)]法從圖書館得到c Rick Luce

19、, HKUL, May 2009 cBenchmarking 標(biāo)桿分析法標(biāo)桿分析法 Process for gaining and applying knowledge to improve business process performance via study of current practices是獲取和運(yùn)用知識(shí)以藉研究現(xiàn)行的方法提升業(yè)務(wù)流程績(jī)效是獲取和運(yùn)用知識(shí)以藉研究現(xiàn)行的方法提升業(yè)務(wù)流程績(jī)效qA means of using data to identify magnitudes and reasons for variances in performance.利用數(shù)據(jù)找出績(jī)效

20、差異的大小和原因的方法利用數(shù)據(jù)找出績(jī)效差異的大小和原因的方法 Intent: comparative process data, best practices目的目的: : 比較流程數(shù)據(jù)比較流程數(shù)據(jù)，最好的方法最好的方法1.Analyze the operation, know the competition & industry leaders分析運(yùn)作過(guò)程分析運(yùn)作過(guò)程，認(rèn)識(shí)競(jìng)爭(zhēng)形勢(shì)和行業(yè)領(lǐng)導(dǎo)認(rèn)識(shí)競(jìng)爭(zhēng)形勢(shì)和行業(yè)領(lǐng)導(dǎo)2.Incorporate the best of the best - become the new benchmark將成就最佳者列入標(biāo)桿范圍將成就最佳者列入標(biāo)桿范圍 c

21、 Rick Luce, HKUL, May 2009 cMissing from Research Library Portfolios研究圖書館研究圖書館的組合的組合所缺乏的所缺乏的 Customer satisfaction index: (delight & loyalty) and perceived value顧顧客滿意度指標(biāo)客滿意度指標(biāo) ( (顧客快顧客快 樂(lè)感及忠誠(chéng)度樂(lè)感及忠誠(chéng)度) ) 及認(rèn)知價(jià)值及認(rèn)知價(jià)值 Product / service quality (defined by the customer)產(chǎn)品產(chǎn)品或或服務(wù)質(zhì)量服務(wù)質(zhì)量 ( (由顧客定義由顧客定義) )

22、Process and operational performance - cycle time, productivity流程及運(yùn)作表現(xiàn)流程及運(yùn)作表現(xiàn)周期周期，生產(chǎn)力生產(chǎn)力 Employee satisfaction learning, morale, training, alignment of strategy direction and rewards員工滿意度員工滿意度 學(xué)習(xí)學(xué)習(xí)，道德道德，培訓(xùn)培訓(xùn)，配合策略方向與回報(bào)配合策略方向與回報(bào)c Rick Luce, HKUL, May 2009 cMissing from Research Library Portfolios研究圖書館研

23、究圖書館的組合的組合所缺乏的所缺乏的 Measuring supplier performance - quality, process variables, price competitiveness, overall ease of doing business評(píng)估供應(yīng)商的表現(xiàn)評(píng)估供應(yīng)商的表現(xiàn) 質(zhì)量質(zhì)量， 流程變數(shù)流程變數(shù)，價(jià)格競(jìng)爭(zhēng)力價(jià)格競(jìng)爭(zhēng)力，生意往來(lái)生意往來(lái)的順暢度的順暢度 Financial: cost/value matrix, return on investment, cost avoidance財(cái)政財(cái)政：成本成本/ /價(jià)值矩陣價(jià)值矩陣, ,，投資回報(bào)投資回報(bào)，成本規(guī)避，成本規(guī)

24、避c Rick Luce, HKUL, May 2000 cCustomer Satisfaction Metrics顧客滿意度指標(biāo)顧客滿意度指標(biāo)Maturing our satisfaction assessment完善滿意度完善滿意度評(píng)估評(píng)估Level 1 Satisfaction surveys: happiness meters階段階段1 1 滿意度調(diào)查：滿意度調(diào)查：“開(kāi)心指標(biāo)開(kāi)心指標(biāo)”Level 2 - Whats important analysis of customer importance & satisfaction levels階段階段2 2 甚么是重要的甚么是重

25、要的 顧客重要性及滿意度分析顧客重要性及滿意度分析Level 3 - How do we rate against best in industry階段階段3 3 怎樣參照行業(yè)中之最佳者而評(píng)分怎樣參照行業(yè)中之最佳者而評(píng)分See it from the customers eyes從顧客的角度看從顧客的角度看c Rick Luce, HKUL, May 2009 cSurvey: Importance and Satisfactionc Rick Luce, HKUL, May 2009 cSurvey: Importance and Satisfactionc Rick Luce, HKUL,

26、 May 2000 cCustomers Rank Output Processesc Rick Luce, HKUL, May 2009 cFormal Listening Strategies鄭重其事的聆聽(tīng)策略鄭重其事的聆聽(tīng)策略Quarterly survey季度調(diào)查季度調(diào)查Quantitative + comments, suggestions數(shù)量化的數(shù)量化的+ +意見(jiàn)意見(jiàn)+ +建議建議Customer Comments顧客意見(jiàn)顧客意見(jiàn)Unsolicited feedback, complaints 主動(dòng)提供的主動(dòng)提供的回回應(yīng)，投訴應(yīng)，投訴Outreach外展服務(wù)外展服務(wù)Comments

27、, suggestions意見(jiàn)，建議意見(jiàn)，建議Voice of Customer顧客的聲音顧客的聲音Future needs and dialog未來(lái)的需要及對(duì)話未來(lái)的需要及對(duì)話Type Information Gathered把收集到的資料分類把收集到的資料分類Listening Strategy聆聽(tīng)策略聆聽(tīng)策略c Rick Luce, HKUL, May 200 cFormal Listening Strategies鄭重其事的聆聽(tīng)策略鄭重其事的聆聽(tīng)策略Focus groups焦點(diǎn)小組焦點(diǎn)小組Product iteration and usage feedback產(chǎn)品迭代及用途響應(yīng)產(chǎn)品迭代

28、及用途響應(yīng)Point of contact - customer representative聯(lián)系點(diǎn)顧客代表聯(lián)系點(diǎn)顧客代表Key quality factors, feedback重要的質(zhì)量因素，重要的質(zhì)量因素， 反饋反饋Marketing booth市場(chǎng)推廣攤位市場(chǎng)推廣攤位Comments, suggestions, complaints意見(jiàn)、意見(jiàn)、 建議、建議、 投訴投訴Advisory Board咨詢委員會(huì)咨詢委員會(huì)Feedback, advice回回應(yīng)應(yīng)，建議，建議Type Information Gathered把收集到的資料分類把收集到的資料分類Listening Strategy

29、聆聽(tīng)策略聆聽(tīng)策略c Rick Luce, HKUL, May 200 cHigh ImportanceLow SatisfactionL Satisfaction HL Importance HIdentifying & Prioritizing OpportunitiesHigh ImportanceHigh SatisfactionLow ImportanceHigh Satisfaction “Action Required!”Low ImportanceLow Satisfactionc Rick Luce, HKUL, May 2000 cProcess to determi

30、ne future requirement決定決定未未來(lái)需要的步驟來(lái)需要的步驟 Ask what the customer expects查詢顧客期待什么查詢顧客期待什么qWhat would we have done to make this a fabulous success? 有甚么事若我們做了就能把這變成難以置信的成功有甚么事若我們做了就能把這變成難以置信的成功? ? Measure results - formal customer feedback system量度結(jié)果量度結(jié)果正式顅客回饋機(jī)制正式顅客回饋機(jī)制qManagement by fact, client sets the

31、 bar基于事實(shí)的管理基于事實(shí)的管理，標(biāo)準(zhǔn)由，標(biāo)準(zhǔn)由顧客顧客定出定出Customer management顧客管理顧客管理c Rick Luce, HKUL, May cProcess to determine future requirement決定決定未未來(lái)需要的步驟來(lái)需要的步驟 Communicate results throughout the organization so everyone can take action將結(jié)果在機(jī)構(gòu)上下溝通，則人人皆可赴諸行動(dòng)將結(jié)果在機(jī)構(gòu)上下溝通，則人人皆可赴諸行動(dòng)qWhat happened in the process? 過(guò)程中發(fā)生了甚么過(guò)程中

32、發(fā)生了甚么qProcess decisions tied to data根據(jù)數(shù)據(jù)作流程決策根據(jù)數(shù)據(jù)作流程決策Customer management顧客管理顧客管理c Rick Luce, HKUL, May cAbsolute Customer Focus絶對(duì)以顧客為中心絶對(duì)以顧客為中心Maturing satisfaction assessment完善滿意度完善滿意度評(píng)估評(píng)估 Level 1 - happiness meter (are you happy or not?)階段階段1 1 滿意度調(diào)查：滿意度調(diào)查：“開(kāi)心指標(biāo)開(kāi)心指標(biāo)”你是否開(kāi)心？你是否開(kāi)心？ Level 2 - whats i

33、mportant 階段階段2 2 甚么是重要的甚么是重要的 qAnalysis of customer importance & satisfaction levels顧客重要性及滿意度分析顧客重要性及滿意度分析 Level 3 - How do we rate against best in industry階段階段3 3 怎樣參照行業(yè)中之最佳者而評(píng)分怎樣參照行業(yè)中之最佳者而評(píng)分See it from the customers eyes 從顧客的角度看從顧客的角度看c Rick Luce, HKUL, May 2000 cMeasures that matter工作評(píng)估工作評(píng)估Al

34、ign library vital signs with the organizations drivers圖書館的重要工作指圖書館的重要工作指標(biāo)標(biāo)與機(jī)構(gòu)的驅(qū)動(dòng)因子配合與機(jī)構(gòu)的驅(qū)動(dòng)因子配合1.Quality of product and processes產(chǎn)品及流程質(zhì)量產(chǎn)品及流程質(zhì)量2.Innovation創(chuàng)意創(chuàng)意3.Research leadership研究的領(lǐng)導(dǎo)研究的領(lǐng)導(dǎo)4.Brand identity品牌形象識(shí)別品牌形象識(shí)別5.Growing market share增長(zhǎng)中的市場(chǎng)占有率增長(zhǎng)中的市場(chǎng)占有率6.Reducing new product 7.development time縮短

35、新產(chǎn)品的開(kāi)發(fā)時(shí)間縮短新產(chǎn)品的開(kāi)發(fā)時(shí)間8.Ability to attract and retain 9.employees吸引及挽留員工的能力吸引及挽留員工的能力10.Credibility可信性可信性c Rick Luce, HKUL, May 2009 cAvoiding Pitfalls避開(kāi)陷阱避開(kāi)陷阱 Measures that dont focus on strategy評(píng)估偏離策略的事情評(píng)估偏離策略的事情 No accountability無(wú)問(wèn)責(zé)性無(wú)問(wèn)責(zé)性 Too many initiatives計(jì)劃太多計(jì)劃太多 Forgetting larger organizational 忽

36、略了更重要的機(jī)構(gòu)驅(qū)動(dòng)因子忽略了更重要的機(jī)構(gòu)驅(qū)動(dòng)因子 drivers Lack of discipline無(wú)紀(jì)律無(wú)紀(jì)律 Insulating researchers and managers 在學(xué)術(shù)溝通問(wèn)題上與研究及管理在學(xué)術(shù)溝通問(wèn)題上與研究及管理 from scholarly communication issues 人員缺乏溝通人員缺乏溝通No action without a plan, no plan without data無(wú)計(jì)劃，無(wú)行動(dòng)；無(wú)數(shù)據(jù)，無(wú)計(jì)劃無(wú)計(jì)劃，無(wú)行動(dòng)；無(wú)數(shù)據(jù)，無(wú)計(jì)劃c Rick Luce, HKUL, May 2009 c1. Customer focus: 以客為先

37、以客為先qSatisfaction, loyalty, value-added滿意度，忠誠(chéng)度，為顧客創(chuàng)造價(jià)值滿意度，忠誠(chéng)度，為顧客創(chuàng)造價(jià)值2. Product quality: 產(chǎn)品質(zhì)量產(chǎn)品質(zhì)量qE.g., accessibility, usability, accuracy, completeness例如：可及性，可用性，準(zhǔn)確性，完整性例如：可及性，可用性，準(zhǔn)確性，完整性3. Operational process performance: 運(yùn)作流程績(jī)效運(yùn)作流程績(jī)效qProductivity, competitiveness, cycle time 生產(chǎn)力，競(jìng)爭(zhēng)力，周期生產(chǎn)力，競(jìng)爭(zhēng)力，周期B

38、usiness Scorecard - Desired Business Results企業(yè)記分卡企業(yè)記分卡期望的經(jīng)營(yíng)結(jié)果期望的經(jīng)營(yíng)結(jié)果c Rick Luce, HKUL, May 2009 c4. High performance workforce: 高績(jī)效員工高績(jī)效員工qOrganization performance assessment, formal process changes, employee satisfaction 機(jī)構(gòu)績(jī)效評(píng)估機(jī)構(gòu)績(jī)效評(píng)估，規(guī)范流程的轉(zhuǎn)變規(guī)范流程的轉(zhuǎn)變，員工滿意度，員工滿意度5. Prestigious reputation - output resu

39、lts聲譽(yù)聲譽(yù)輸出結(jié)果輸出結(jié)果qStrategic performance results, benchmark results, external assessment scores 策略績(jī)效結(jié)果策略績(jī)效結(jié)果，標(biāo)竿結(jié)果，標(biāo)竿結(jié)果，外部評(píng)核分?jǐn)?shù)外部評(píng)核分?jǐn)?shù)Business Scorecard - Desired Business Results企業(yè)記分卡企業(yè)記分卡期望的經(jīng)營(yíng)結(jié)果期望的經(jīng)營(yíng)結(jié)果c Rick Luce, HKUL, May 2000 cA Tale of 2 Libraries: Budget Allocations$Mc Rick Luce, HKUL, May 2000 cPa

40、yoff for Successful Quality Implementationc Rick Luce, HKUL, May 2000 cPrinciples for Successful Organizations成功機(jī)構(gòu)的原則成功機(jī)構(gòu)的原則1. Strong customer focus 強(qiáng)烈的顧客至上的信念強(qiáng)烈的顧客至上的信念2. Effective leadership 有效的領(lǐng)導(dǎo)有效的領(lǐng)導(dǎo)3. Continuous improvement and learning 持續(xù)攺善持續(xù)攺善和和學(xué)習(xí)學(xué)習(xí)4. Management by fact基于事實(shí)的管理基于事實(shí)的管理5. Fast r

41、esponse 快捷的回應(yīng)快捷的回應(yīng)6. Long-range view of the future 長(zhǎng)遠(yuǎn)的觀念長(zhǎng)遠(yuǎn)的觀念7. Results orientation 結(jié)果取向結(jié)果取向c Rick Luce, HKUL, May 2009 cAny road will do if the destination is unknown路是人走出來(lái)的路是人走出來(lái)的The journey to truly superior performance is neither for the faint of heart nor for the impatient. 追求真正的優(yōu)秀表現(xiàn)并非追求真正的優(yōu)秀表現(xiàn)并非膽膽小怕事或無(wú)耐性者可為小怕事或無(wú)耐性者可為The dev