About C3 Approach
When technology is the catalyst for value creation, the engineering organization ceases to be an overhead and becomes an instrument for growth.
My belief is that a company’s success is based on their ability to create, communicate, and leverage institutional knowledge.
This applies to all aspects of the business and depends on a fundamental structure and culture that fosters continuous learning. For this learning to be effective, it needs a home…if not it is tribal knowledge that can’t be easily leveraged for growth. The culmination of this knowledge usually resides in six areas brought together by a reinforcing culture:
- Business Processes
- Manufacturing Standards & Best Practices
- Products & Product Standards
- Quality Systems
- Training & Development Programs
- Effective Communications
Organizations often fail because of three reasons:
- Ineffective feedback mechanisms
- Over reliance on experience
- Unclear business direction – message becomes too complicated
Technical teams struggle with to overcome these challenges and may become an island in their own organization. Often this results in delivery issues, inefficient organizational models, and failure to capture the benefits of cross-functional collaboration.
How I Work
Our Approach
Define |
Understand the and document the vision of the organization…what does success look like. |
Measure |
Review the present status and learn where Engineering has been successful and where there are opportunities. |
Analyze |
Complete a realistic gap assessment to the desired vision stated comparing to competition to ensure blind spots are transparent. |
Improve |
Put together clear, measurable, and time bounded plans to close the gaps and then align these actions with business leadership. |
Control |
Implement a cadence and transparent dashboards to drive operational excellence and foster continuous learning. |