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A time tested and virtually fool proof methodology for identifying and conducting winning Business Process Improvement Initiatives. Helix is not just a framework but a comprehensive methodology that flows from strategy to operations to supporting business applications. Through Helix companies can achieve streamlined performance, aligned IT applications and returns of 1000% and more.
- Sales Rank: #3007780 in Books
- Brand: Brand: Natural Intelligence Press
- Published on: 1998-06-01
- Original language: English
- Number of items: 1
- Dimensions: .71" h x 7.34" w x 9.34" l,
- Binding: Hardcover
- 180 pages
Features
- Used Book in Good Condition
Review
"...well written, informative, and easy to read. ...should help those managers who need a new and practical methodology to grow and survive in today's turbulent and dynamic global markets." -- Herbert F. Schantz, CDM, Member, The Association for Work Process Improvement
"Innovative and practical! Why would anyone want to approach business process improvement any other way?" -- Susan RoAne, author of the bestseller How to Work a Room
"Mike Wood presents a dynamic approach to managing business that combines structured thinking with common sense realities. GIVE IT A TRY... Your perspective will change; your priorities will become clearer and success will follow." -- Gerald E. Driggs, CEO/President, Corporation for Standards and Outcomes
"The author accomplishes the extraordinary: bridging the gap between theory and execution. Finally a book that describes complex business problems in a straightforward, easy-to-understand fashion and real solutions that can be applied immediately. I have used this methodology for years with significant results and measurable profits for many Fortune 500 companies." --Saverio R. Scheri III, Practice Leader KPMG Peat Marwick LLP
From the Author
After over twelve years of field research and development, I believe HELIX's time is now. I have used it to help many companies. I am confident you can use it to help yours.
By applying the HELIX Factor companies can:
- Build measurable objectives
- Replace arbitrary cost cutting measures
- Generate employee commitment to improvement and teamwork
- Enhance learning opportunities
- Integrate Ideas from top management to line employees
Build better, faster, more profitable business processes
About the Author
Michael R. Wood is creator of the business process-improvement methodology called HELIX and founder of The Natural Intelligence Group, a strategy, process improvement, and technology consulting company. He is also a CPA, has served as an Adjunct Professor in Pepperdine's Management MBA program, an Associate Professor at California Lutheran University, and on the boards of numerous professional organizations. Mr. Wood is a sought after presenter of HELIX workshops and seminars in both the U.S. and Europe.
Most helpful customer reviews
2 of 2 people found the following review helpful.
Are You Ready for (Continuous) Continuous Improvement?
By Business Rules Analyst
The title for this review is not a typo, nor is it redundant. Read "The Helix Factor". Internalize the principles.
Ask yourself and your organization the same questions that Michael Wood identifies in his book. Prepare your organization to benefit continuously by continuing to improve your business processes that tie directly to your business objectives.
If there is a missing link to Six Sigma, it is found in this book. This a "must read" for the business executive looking to take his company to the top. For those that feel they are at the top, you had best read this to stay there! And, more importantly, if your company faces seriuos business challeges, you may begin to map your renewal by adhering to the Helix Methodology.
Thank you Michael for a methodology that makes a difference!
1 of 1 people found the following review helpful.
Simple Measurable Attainable Realistic Timely
By Mark Brunner
I received the Helix Factor as a gift, and read its back cover with skepticism. The back cover made claims that I couldn't expect to realize from reading one thin book. "You too can generare 500 to 1000 percent!"
I cracked the cover on my trek into work, and would have missed my bus stop if I wasn't with my lovely wife. The preface and dedication struck a chord, and the reasoning presented for writing the book inspired my curiosity. I dove into the first chapter "Helping people and Organizations Effect Positive Outomes". I was pleaseantly surprized how this chapter helped me to work through some issues that I was having difficulty with as a new Manager, introducing change management to an older company that had recently grown into an international organization through acquisition and merger.
The entire book was lacking fluff, and served up a good portion of not so common, common sense. As I got further and further into this book, I found myself shaking my head, laughing, and wondering why this book hadn't been written before! It is a collection of simple ideas, arranged in a logical fashion, and spelled out in easy to read, large type. It sits well with the SMART Objectives concept.
I applaud Michael Wood for taking the time to think his processes through, for clarifying many things about self and team improvement, and for contributing this knowledge to others. I would highly recommend this book to anyone that is starting out in process improvement or design, management, and team building.
My only disappoinment was that the book referenced a "workbook" that I couldn't locate locally. I would very much enjoy reviewing this workbook and developing course material around it for delivery to others. Locating the workbook and reading the next version are on my To-Do list for 2006.
Thank you Michael,
Mark Brunner
0 of 0 people found the following review helpful.
Beyond reengineering and downsizing to something that works
By FTM127@aol.com
Making a difference is powerful. Going back to Maslow, everyone wants to self-actualize. This methodology conditions the people in the process to get beyond the politics, hierarchical structure and come up with the best ideas. It is the people who do the detail that can best provide input for understanding that leads to some great results. Corporate culture and limited behavioral skill sets are conditioned. I wondered how to get around this? In some cultures, it is simply not safe for people. It is a process that avoids the pit falls. What impresses me most is that the methodology can be done so fast. I would like to become very proficient in this methodology. Have you thought about a certification program that would add a professional credential like a CFP or CDP? Helix II, when it becomes available, is a must read. Rapid changes in values and expectations contribute to the need for conditioning. It is very popular to see a new leader come in with an entirely different set of processes. My observation is that getting to those concrete goals, objectives and measurements would, via Helix, not destabilize the environment. This cuts through issues of personality and strong "go here" messages without an understanding of What needs to be done: Why, Where, When, By Who and How. Most companies today are lean. It seems especially important to have a sponsor that can assure the team gets cooperation from cross-functional managers', director's etc. For example, one function could be in the middle of launching a new product. In this case does the consultant do the work, which reduces ownership? Is it that, the analysis is done and then the timetable is set for implementation with respect for what is already committed unless the analysis would indicate you should not complete what is in progress? These issues become obvious from the process. Focused urgency. Yes.......! Determining what the right things are is the first test, then focusing for success. This also clears up mixed messages of what is really desired in the short term versus the long term. Analysis of risks, in terms of consequences and probabilities, are frequently overlooked. Validation of assumptions is key and the Helix methodology supplies proofs. Stakeholder values are simple from maximizing stockholder value to unstated agendas (complex). The process focuses folks on the explicit stakeholder values. I like this because, in black and white, the goals and objectives are made clear to all. This process is appealing for both the inside person and outside person. No one wants to waste time on work that will not drive the business.
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