Tuy nhiên, sự phát triển của chăm sóc quản lý cùng với các hệ thống mua sắm Internetbased đe dọa ép lợi nhuận phải được khắc phục thông qua sự kết hợp của hiệu quả nâng cao và cung cấp các dịch vụ giá trị gia tăng. | Aligning the Levers of Your Organization 133 Ultrafine s profits are driven by the success of its core brand as is true for all branded goods companies which is measured largely by market share. This requires a primary focus on growth strategies. But Ultrafine s executives had never in fact prepared any true strategy. These managers were brilliant at operations and were nearly fanatical about manufacturing processes. They could tell you all about how to handle the procurement of fresh vegetables how to slice and dice them with minimal wastage and how to can them so as to preserve great flavor. But they were uncomfortable dealing with the larger issues of strategy. A bad case of MTI set in three years ago when Ultrafine became enamored of a Total Quality Management initiative. The company began applying TQM diagnostic and analytic processes for ensuring quality in every aspect of the firm s operations from the flow of paper in the headquarters to the flow of products through the company s enormous canning operations. Unfortunately they managed the TQM process in isolation without linking it to strategy or to the other elements of the business system as if quality by itself could magically solve all their problems. In time TQM became a substitute for a strategy. Ultrafine was more focused on saving 35 cents a day by restricting office paper flow than on driving the growth of its brand. While it s important to create efficiencies of course Ultrafine s use of TQM was neither focused nor strategic It was at best a distraction that kept the firm absorbed with doing things right instead of doing the right things. Only after the entire company was mobilized behind a clear strategic focus on building the Ultrafine brand with first-rate product quality as an important supporting element did Ultrafine s fortunes surge. Think of your organization as an ecosystem like a rain forest a desert oasis or a stand of trees in a North American pine forest which functions successfully .
