<?xml version='1.0' encoding='UTF-8'?><?xml-stylesheet href="http://www.blogger.com/styles/atom.css" type="text/css"?><feed xmlns='http://www.w3.org/2005/Atom' xmlns:openSearch='http://a9.com/-/spec/opensearchrss/1.0/' xmlns:georss='http://www.georss.org/georss' xmlns:gd='http://schemas.google.com/g/2005' xmlns:thr='http://purl.org/syndication/thread/1.0'><id>tag:blogger.com,1999:blog-2501315247415249534</id><updated>2011-04-21T19:57:17.687+02:00</updated><category term='processes'/><category term='customers'/><category term='productivity'/><title type='text'>Productivity and performance</title><subtitle type='html'>A consultant's experiences

productive.performance@gmail.com</subtitle><link rel='http://schemas.google.com/g/2005#feed' type='application/atom+xml' href='http://productivityandperformance.blogspot.com/feeds/posts/default'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/2501315247415249534/posts/default?max-results=100'/><link rel='alternate' type='text/html' href='http://productivityandperformance.blogspot.com/'/><link rel='hub' href='http://pubsubhubbub.appspot.com/'/><author><name>Senex</name><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><generator version='7.00' uri='http://www.blogger.com'>Blogger</generator><openSearch:totalResults>1</openSearch:totalResults><openSearch:startIndex>1</openSearch:startIndex><openSearch:itemsPerPage>100</openSearch:itemsPerPage><entry><id>tag:blogger.com,1999:blog-2501315247415249534.post-8293943211355011999</id><published>2008-07-06T16:22:00.002+02:00</published><updated>2008-07-06T19:17:02.920+02:00</updated><category scheme='http://www.blogger.com/atom/ns#' term='processes'/><category scheme='http://www.blogger.com/atom/ns#' term='customers'/><category scheme='http://www.blogger.com/atom/ns#' term='productivity'/><title type='text'>High level processes and customers</title><summary type='text'>We were working with a client last week as part of an ongoing project to transform their organisation, and we were discussing the concept of high level processes with their executive management team.We could see "the penny drop" or as my colleague called it, they had an epiphany when they realised that their processes were nearly all internal and focused on intra-departmental operations. They </summary><link rel='replies' type='application/atom+xml' href='http://productivityandperformance.blogspot.com/feeds/8293943211355011999/comments/default' title='Post Comments'/><link rel='replies' type='text/html' href='http://www.blogger.com/comment.g?blogID=2501315247415249534&amp;postID=8293943211355011999' title='0 Comments'/><link rel='edit' type='application/atom+xml' href='http://www.blogger.com/feeds/2501315247415249534/posts/default/8293943211355011999'/><link rel='self' type='application/atom+xml' href='http://www.blogger.com/feeds/2501315247415249534/posts/default/8293943211355011999'/><link rel='alternate' type='text/html' href='http://productivityandperformance.blogspot.com/2008/07/high-level-processes-and-customers.html' title='High level processes and customers'/><author><name>Senex</name><email>noreply@blogger.com</email><gd:image rel='http://schemas.google.com/g/2005#thumbnail' width='16' height='16' src='http://img2.blogblog.com/img/b16-rounded.gif'/></author><thr:total>0</thr:total></entry></feed>
