Rummler Brache

The Rummler-Brache methodology provides detailed, step-by-step instructions on how to make smart changes to the way work gets done across organizations.

Employees believe in change when they can see it.
Projects get off the ground quickly. Using the Rummler-Brache methodology, employees see the gaps and disconnects in existing operations and understand where and how improvements can be made. Employees participate in the analysis of the existing process and the design of the new improved one.

Employees embrace change when they own it.
Our methodology fosters deep understanding of the interdependence of all the processes and people and establishes a common language and framework for discussion. The Rummler-Brache approach invariably leads to better communication and collaboration between functions.

Better change comes through big picture thinking.
Most change efforts produce disappointing results – and unintended consequences – because they stem from a fundamentally flawed view of the organization. Traditional thinking is reflected in an organization chart which graphically describes the functions of the business and the vertical reporting relationships.

What’s wrong with the organization chart? It doesn’t show the customers. It doesn’t show how the products are developed, produced, or delivered. It doesn’t provide any sense of the work flow. It tells nothing of what the business does, who it does it for, or how it is done. Only a horizontal (process) view of the organization reveals answers to these questions.

Your organization behaves as a system. The Rummler-Brache Group can help you manage it as a system.
Success depends on the effectiveness and speed with which your organization reacts to changes in the external environment (customers’ needs, competitors’ actions, economic fluctuations) and changes in the internal business (rising costs, inefficiencies, and product development opportunities).

The Rummler-Brache Group helps clients analyze the whole environment and establish measures that enable them to effectively optimize the performance of the entire business, not just parts of it.

Measurable results for customers and shareholders
Measurement is key to the way we work with client organizations in developing strategy, solving problems, and implementing change. The art of defining the linkages between measures is just as important as the construction of the measures themselves. The linkages establish a line of sight from job performer outputs to process and organizational outputs.

Here’s how a few of our clients have measured the results achieved by working with us:

• Chevron: $50 million cost reduction from redesigned processes in supply chain
• Bell Canada: 33% decline in operating costs in company-wide initiative
• Applied Materials: $300 million cost savings from new installation and warranty process
• Dupont: 30% revenue increase from redesigned business acquisition process
• Shell: 20% improvement in cycle time, costs, and quality in exploration and production processes
• Louisiana Pacific: $12 million profit increase from increased output from mills
• Rogers Cablesystems: 50% improvement in service restoration time
• CompuServe: 30% decrease in cycle time for product development
• Brown and Root: 16% increase in booked business from new business acquisition process
• Hewlett Packard: 60% cycle time reduction from 14 to 6 months for product development
• Conoco: $7 million cost savings in installation of SAP