Rummler-Brache Group

The best-seller, Improving Performance: How to Manage the White Space on the Organization Chart, authored by Geary Rummler and Alan Brache, was the first book written on the mechanics of process improvement, the nuts and bolts of how you actually do it.  The methodology in the book was so embraced by readers that Rummler and Brache became the godfathers of process improvement. They helped spawn a cottage industry of BPM analysts, software vendors, consultants, authors, and conferences.  

Today, there are dizzying numbers of process improvement methodologies and technologies competing with one another. But in the light of day, none have demonstrated they can generate more sustainable, system-wide improvements than their predecessor, the Rummler-Brache^™methodology.  While our consultants make almost constant tweaks to our techniques, we have not changed our core approach. It still addresses all three levels of performance: organization, process, and job/performer. And it’s all linked to support the strategy and goals of the organization. 

Our insights have withstood the test of time: 

 
“If you pit a good performer against a bad process, the process will win almost every time.”
 -Improving Performance: How to Manage the White Space on the Organization Chart
 

"Organizations tend to overmanage their people and undermanage the environment in which they work."
 -Process Improvement Certification Workshop
 

"Piecemeal approaches assumed to be the answer are often as dangerous as no response at all."
-Process Improvement Certification Workshop
 

“Design for 80 percent and build separate paths for exceptions. Eliminate or reduce the impact of low-value steps. Simplify complex steps. Combine simple steps. Work to design quality into the work, rather than inspect step outputs after the fact. Use parallel paths wherever possible. Broaden job content and empower employees.”
 -Improving Performance: How to Manage the White Space on the Organization Chart
 

“The silo culture forces managers to resolve lower-level issues, taking their time away from higher-priority customer and competitor concerns. Individual contributors, who could be resolving these issues, take less responsibility for results and perceive themselves as mere implementers and information providers.”
-Improving Performance: How to Manage the White Space on the Organization Chart
 

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