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© BusinessProcs.Com 2009 O: 214-435-7665  F: 208-441-2847 [email_address]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],© BusinessProcs.Com 2009 An Introduction to:
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],© BusinessProcs.Com 2009
© BusinessProcs.Com 2009 Typical Engagement Path Organizational Change Organizational Structure Workforce Retention Reward Measurement Systems Value and Beliefs USS Iceberg
© BusinessProcs.Com 2009 Typical Engagement Path Process Improvement/Re-engineering
Typical Engagement Path Systems Implementation Diagnostic/Corporate Change Initiative The Triple Constraint © BusinessProcs.Com 2009 Quality Schedule Cost
[object Object],[object Object],[object Object],[object Object],[object Object],© BusinessProcs.Com 2009
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],© BusinessProcs.Com 2009

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BPC Introduction

  • 1. © BusinessProcs.Com 2009 O: 214-435-7665 F: 208-441-2847 [email_address]
  • 2.
  • 3.
  • 4. © BusinessProcs.Com 2009 Typical Engagement Path Organizational Change Organizational Structure Workforce Retention Reward Measurement Systems Value and Beliefs USS Iceberg
  • 5. © BusinessProcs.Com 2009 Typical Engagement Path Process Improvement/Re-engineering
  • 6. Typical Engagement Path Systems Implementation Diagnostic/Corporate Change Initiative The Triple Constraint © BusinessProcs.Com 2009 Quality Schedule Cost
  • 7.
  • 8.