Critical Thinking Skills: Building Blocks for the Next Generation
Categories: Human Resource and Leadership Development

The Secretary's Commission on Achieving Necessary Skills (SCANS) report[i] identified critical thinking skills as being essential for a high-performance workplace. The report identifies a three-part skills foundation: basic literacy and computational skills, the thinking skills necessary to put knowledge to work, and the personal qualities that make workers dedicated and trustworthy. This foundation in thinking skills includes creativity, decision making, problem solving, seeing things in the mind's eye, knowing how-to-learn, and reasoning. The report states: "Today's work place puts a premium on reasoning skills and an ability and willingness to learn."

Information Transfer—The Competitive Advantage in Customer Service
Categories: Customer Service and IT Support

As consumers, we have all experienced the customer service call that, when transferred, required repeating the details of the problem each and every time you were transferred. Nothing is more frustrating! By building a framework in your customer support function that includes a logical sequence of questions and the ability to pass the data along if the problem changes hands, organizations can make the customer support function their competitive advantage

Today's 'knowledge economy' is creating a culture of confusion.
Categories: Human Resource and Leadership Development Operations

Most people feel uncertain by the lack of technical knowledge of the system or product they support. More technical training seems the first action management reaches for. Unfortunately technical training is only valid for a certain domain and for a short period of time. Is it possible, any longer, to keep up with the speed of technology changes? Is knowledge the only driver that gives us the power and certainty. No not at all, more is needed to become more effective. Studies executed by Kepner & Tregoe showed us that good decisive actions are always preceded by clear thinking. But precisely that clear thinking is letting us down when it is equally exciting.

When multi-million Euro penalties are at stake, KT brought focused troubleshooting attention to the issue
Categories: Customer Service and IT Support

Energy companies are merging, and the internal solutions are now a mélange of different hardware and software solutions. Recently a supplier called KT for help. Their IT consolidation project had resulted in an inability to provide contract owners with the daily energy consumption by the mandatory deadline.

Situation Appraisal and Problem Analysis were performed to unravel the reasons why the migrated application environment was not going fast enough.

Hoe effectief is het brein onder druk?
Categories: Customer Service and IT Support
Op de Servicemanagerdag 2012 in Zeist, sprak Kepner-Tregoe over Hoe effectief is het brein onder druk 5 valkuilen en perspectieven.
Customer Service: Constructs for a Customer-Focused Culture
Categories: Customer Service and IT Support

In an industry where the pace of change is relentless, how do you create a service culture that builds customer loyalty? Organizational culture is the ‘personality’ of an organization manifested as the behaviors, attributes, and artifacts of its members. It shapes personal and group values and attitudes including perceptions about what works and what doesn’t, what is helpful and what is not, what makes sense and what does not.

These are the seven essential constructs for building a customer-focused culture.

Case Study: Real-Time Project Management at Rio Tinto
Categories: Operations

Rio Tinto Energy America (RTEA) leadership felt that traditional training with theoretical project applications didn’t meet their world-class project management needs or time-strapped schedules. So RTEA partnered with Kepner-Tregoe (KT) project experts on a unique type of training, called “Learn and Do,” that has training participants apply real-time learning to an active project.

At RTEA’s Spring Creek Mine, “Learn and Do” participants addressed a 30-day, maintenance outage for an electric shovel that digs out 80-foot coal seams and loads coal into trucks—moving 50 cubic yards in a single scoop. RTEA worked with KT using the three phase Learn and Do process.

Life Science – An entire business is changing.Too many projects...
Categories: Operations

With a need to be innovative whilst keeping an eye on the competition, life science oraganisations have to cope with different markets simultaneously. This needs to be done quickly, frequently and efficiently in responding to changes. Related concerns and tasks require accurate planning and implementation in order to maximise the opportunities such circumstances present. Often such efforts require global coordination in executing such a plan. What organisation has the ability to easily review the numerous complex projects internally and interdisciplinary?

Life Science - Eine ganze Branche befindet sich im Umbruch...
Categories: Operations

Life Science Unternehmen und deren Organisationseinheiten müssen in vielen Märkten gleichzeitig bestehen, innovativ sein und dabei die Konkurrenz im Auge behalten, um schneller und besser zu sein und den Anschluss nicht zu verlieren. Diese Aufgaben erfordern eine gute Planung und Abstimmung intern als auch mit den anderen Geschäftseinheiten, um evtl. Synergie-Effekte sinnvoll nutzen zu können. Teilweise gehört sogar eine globale Abstimmung mit einem Partnerunternehmen dazu. Wer kann diese Flut und diese Komplexität an eigenen und interdisziplinären Projekten noch überblicken?

Shutdowns, Turnarounds and Outages: Part Three
Categories: Operations

A holistic framework for STO success incorporates three main phases: definition, planning, and implementation—bound together by communications. Here are examples of how Kepner-Tregoe’s systematic STO framework saves time and money while promoting future STO improvements.

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