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Following are seven practices that helped Mulally save Ford by transforming its dog-eat-dog culture into a sled dog team that pulls together. Mulally frequently uses phrases including “One Ford,” “one team,” “the power of teams,” and “working together always works” to communicate how much he values team players.
and then working as one team to deliver on those, as a Fortune article explains. He instituted weekly business performance review (BPR) meetings that required a new level of rigor, scrutiny, and detailed analysis from the company’s leaders.
It was a structure of zero tolerance—for personality clashes, for putting self above team, for any deviation from the rules. I believe that the Business Plan Review (BPR) process that he has developed is the most effective use of organizational structure that I have ever observed. He was introducing structure to his new team.
By the proper implementation of “Business Process Re-Engineering (BPR)” by adequately analyzing the current performances and altering them to enhance the performance. Clear communication regarding the operational processes is essential for the proper facilitation of the team members of the organizations.
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