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PROACTION has provided high quality business consulting, business support
services, business management, and education since
its founding in 1986 by George J. Miller. The company
has focused on an education-based consulting model to
assist its clients achieve business performance
improvements, via ERP selection and implementation,
operations and supply chain focused, process
re-engineering, system design, and a variety of other
works, all with the purpose of improving business performance. A
very wide range of industries, business models, business
types, business practices, and scales have been and continue to be
involved. For more detail visit our
Capabilities page.
Paul Deis,
CEO, acquired PROACTION in 2005, bringing to the
company his more than 25 years experience in management
consulting and as a senior executive, involving detailed
work with over 50 companies, including about 7 years of
previous work with PROACTION. For more detail on Paul’s
extensive background, visit our Team
page.
PROACTION
Mission Origins
– Paul’s vision of a Best Practice focused firm stemmed
from his many years of work in a wide range of business
performance improvement efforts, both in consulting and
in leadership roles, coupled with a life long habit of
reading, study, and professional growth. It became
clear that this was what was really needed to provide
dramatic and sustained performance for any organization,
well beyond a single project’s horizon. A new paradigm,
a new vision with much more power was needed, and the
PROACTION method provides this.
Best
Practices
- are essentially the best way, at a given point in
time, in a particular context, and that has been
developed to perform a certain process. As such, Best
Practices are as much process as content,
and when done well, change continually over time – they
are fluid, dynamic.
Organization Focus – Every aspect of the
PROACTION offering - our materials, Team’s
capabilities,
books,
white papers,
newsletters, speeches,
presentations
- is
geared toward this vision. Both now and moving forward, our
Mission is one of assisting our clients in not only
achieving significant, even dramatic operational and
project management
performance improvements, but moving to the next level
of performance that is:
-
Sustained
over long periods of time
-
Internal
– An
ongoing, internally driven process that is integral
to the organization.
-
Consistent
- Produces a predictable, count-on-able rate of
improvement.
Most
Leverage, Cost/Benefit –
Multiple avenues toward Best Practice generation provide
leverage, where one element is enhanced by others.
Drawbacks
of Other Approaches
- This method
of pursuing performance improvements, or Best Practices,
overcomes the difficulties that we have witnessed
regularly through hundreds of projects and dozens of
companies, such as:
-
Fragmented – many are efforts
to fix a specific problem, or overcome a challenge
-
Not integrated – one
improvement project may not be considering others.
-
No overall process – there
typically is no established process that insures
consistent improvements.
-
Information technology not
integrated – information systems now are a
critical, make-or-break part of any company’s
internal processes, yet they are typically acquired
via a poorly executed process, with the result that
about 70% of these falling well short of
expectations, including outright failure.
-
"Bandage" solutions –these are
practices that look good, but are implemented from
above, or outside the company via consultants – they
function in show-and-tell meetings, but fall apart
soon afterwards. Like taking a shower after
bandaging a cut; it just washes off.
-
Theme of the day – many
so-called improvement projects are driven from a
currently fashionable book or concept that makes the
rounds of executive suites. One can paper the walls
of an office from these at some companies, all
without much sustained benefit at all.
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