David A. Duryea is business improvement veteran with more than thirty-two years of experience in practical business improvement and technology innovation. He has led more than sixty business improvement and innovation projects in sixteen different industries.
As a legal expert witness for failed technology and business innovation projects, David has performed project forensics on failed implementations for over a dozen large-scale projects.
A popular speaker on business improvement, he has been featured at Computerworld, InfoWorld, and industry conferences. His articles in the area of ERP (Enterprise Resource Planning) and advanced technology implementation practices have been featured.
David holds a patent from the United States Patent Office, degrees in business administration and computer science, and an MBA with a focus in project management. David is happily married with seven children, four of whom were adopted from China. He and his family live near Cleveland, Ohio. When not studying the intricacies of business improvement, he enjoys hiking, bicycling, baseball, coaching, and investing time in activities with his children.
His Business-Improvement Model
Part 1: Business Strategy Structure
Step 1 Understand the Law of Business Reality Organizations serve customers in a profitable way (balancequality and efficiency) or cease to exist.
Step 2 Understand the Target—The Core Business Model Why organizations generate profit different from their
competitors.
Step 3 Influencers of the Core Business Model Pressure and Enhancers on Performance
Step 4 Embrace Business Strategy and Structure Basis for Improvement—Whether Leaders Know It or Not
Part 2: Business Process Structure
Step 5 Common Processes and Functions of a Business Model The Law—Inherent to Process, Functions, and Operation
Step 6 Industry Processes of a Business Model Developing Industry Common Process Structure
Step 7 Core Business Model Processes Embrace for Uniqueness and Profitability
Step 8 Business Processes Influencers Influencing Process Structure, Performance , and Profitability
Step 9 The Business-Improvement Objective Change Operations to Further an Organization’s Core Business Model
Step 10 Business and Operational Performance The Performance Goal—Core Business Model Productivity
Step 11 True Operational Performance Measurement Measure the Goal: Core Business Model Productivity
Part 3: Business Enablement Structure
Step 12 Business Process Enablement aResources to Realize the Core Business Model
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