【文章內(nèi)容簡介】 nd to develop solutions to address these issues. From the beginning a high level of executive participation helped the team to hone in on the process areas of focus. They included: ? New Product Development ? Marketing, Market Analysis, Product Pricing? Sales, Customer Service, Channel Management, Customer Solution Development? Financial and Managerial Accounting, Cost Controls? Performance ManagementStarting with detailed in person interviews with each of the functional area heads, the team stepped through the five stage EVC process.The interviews focused on understanding the current processes used in each area. These meetings, paired with reviewing management reports and other materials, prised the primary method used to develop the Operational Blueprint (EVC Phase 2). Pointed questions laid the foundation for the teams’ exploration of the AsIs state. Each interview was augmented by further discussions with individuals responsible for key tasks within each process. 9 / 15Interview questions included:1. What are the key processes in your area?2. Diagram the key processes.3. What is the estimated cost of each process?a. How long does it take? b. How many people are involved?4. What metrics are used today to manage the processes?5. What are the problems associated with the current processes?6. What do you think should be done instead?7. What metrics should be used to manage the new process?8. What changes are needed to transition to the new processes?9. What anizational structure would optimize process efficiency? (Draw it)Process maps were developed that highlight the key steps in each focus area. The team distilled the metrics currently applied to asis processes to understand how efficient and effective they are. These process maps, together with conclusions regarding how the processes are managed and monitored, were integrated into a current state blueprint.11 / 15FindingsBased on this information, the team identified trends throughout the anization suggesting that an inconsistent level of integration among the functional groups was hindering efficient management of fundamental crossfunctional processes. In some cases the team had to create the asis process maps during the interview and to ferret out the implicit metrics around the vital activities within that process. Together the team came to an understanding that functional walls and the siloed orientation of the enterprise were significant factors in creating inefficiencies and driving up costs. Information useful to many teams was frequently the domain of one function, and was not necessarily municated to other groups. Decision making relied on limited understanding of the impact on processes further up and down the value chain. This impeded accountability for the decisions, and disincented a broad, contextually informed approach to tasks. Additionally, performance incentives were function specific and put the Manufacturing, Sales and Marketing teams at loggerheads. The former is incented to keep asset utili