People developmentIn part four of his series on managing and leading people, Jon Minerich, Principal, Oliver Wight Americas, Inc., shows how companies with simple technologies often outperform competitors who have the latest and best technologies. The differentiator, he says, is the skill and ability of the workforce.  IntroductionThree of the top ten key factors that drive company performance, according to a poll of business executives, are:1. Attracting and developing talented employees.2. Creating a performance-oriented workforce.3.

Change management and learningAfter developing a succinct vision, and designing an organizational structure that supports the vision and enables the implementation of the strategy, CEOs must prepare their organizations for the planned change and lead the transformation. Part three of a series on managing and leading people by Jon Minerich, Principal, Oliver Wight Americas, Inc.┬á As Mark Twain quipped many years ago, ÔÇ£You know, IÔÇÖm all for progress. ItÔÇÖs change I object to.ÔÇØ This applies only too well in business.

Designing and developing the organizationOnce business leaders define the companyÔÇÖs vision, they must develop an organizational structure to accommodate the strategies that will achieve this vision. Part two of a series on managing & leading people by Jon Minerich, Principal, Oliver Wight Americas, Inc.┬á This second article in the managing & leading people series focuses on four key areas of the organizational design process: business maturity, strategy, consistent work practices, and HR policies and procedures.

┬áStrategy & leadershipBusiness leaders must develop a people strategy and leadership style to maximize business performance and achieve their companyÔÇÖs vision, says Jon Minerich, principal, Oliver Wight Americas, Inc.┬á In todayÔÇÖs business environment, events happen quickly. To meet this challenge, many leaders focus on technology and process improvement strategies in an attempt to make their companies more responsive to changing market conditions.

The product management reviewIn the final installment of his series on product management, Donald McNaughton reaches the Product Management Review, which provides an update on the status of projects and doubles as step one of the monthly S&OP process. Part four of this series discusses the monthly status update and product management review (step one of the sales and operations planning process), which encompasses the remaining process steps (11-13).

Project managementIn part three of his series on product management, Donald McNaughton focuses on how to ensure that the projects in the project portfolio remain on scope, on schedule, and on budget. The first core process of product management, portfolio management, was described in part two as a systematic process that manages the products of a business through their lifecycle, guided by the strategic intent and profit objectives of the business.

Porfolio managementPart two of Donald McNaughton's series on product management focuses on the role of portfolio management in managing existing products as well as selecting and managing products for the product portfolio. The first article of this series defined product management as the role within a business that has the responsibility for managing the product portfolio. It also outlined the three core processes of portfolio management, project management, and resource management,┬áas well as the thirteen enabling steps and roles of the process.

An integrated processPart one of a four-part series on product management by Donald McNaughton focuses on the importance of an integrated product management process and its role in driving improved business performance. Product management is a role within a business that has the responsibility for managing the portfolio of products that the business offers.

The┬á proven pathIntegrated business management means managing all of the business resources via the sales and operations planning process. The final part of John SchorrÔÇÖs series of six articles deals with the management business review. The management business review (MBR) is the final step in the sales and operations planning (S&OP) process. . . Each senior manager should receive an S&OP information packet at least twenty-four hours before the scheduled meeting.

The language of managementIntegrated business management means managing all of the business resources via the sales and operations planning process. Part five of John Schorr's series of six articles reaches the integrated reconciliation review. Sales and operations planning (S&OP) is an integrated business management process through which the executive/leadership team continually achieves focus . . .  . . . alignment, and synchronization among all of the functions of the organization.