1
Common Language
CC&S initiatives are often ad hoc, unplanned and even chaotic. few process are defines, and success depends on individual effort. In summary, the organisation lacks the capability to meet commitments consistently.
2
COMMON PROCESS
CC&S processes established necessary to repeat earlier successes. The focus is on developing and capabilities of the organisation, small central CC&S group ( usually part of Health & Safety or Corporate affairs functions), CC&S not yet part of planning process.
3
Singular Methodology
Central CC&S strategy and planning process, towards a centralised model ( Integrated CC&S with core business competences) best practices integrated into a common CC&S process, deployed across the organisation.
4
Benchmark
Enterprise orientation, CC&S part of department plans and review cycle, profit and loss structured, department competence centres ( and across the product lifecycle: R&D,Marketing, Operations, Purchasing etc.) detailed performance measures of the CC&S process and outputs collected, quantitatively understood and controlled.
5
Continuous Improvement
CC&S focused on customer needs (voice of the customer), part of corporate strategy, towards decentralised CC&S model. Continuous evaluation of e-business improvements enabled by quantitative feedback, piloting innovative ideas and technologies.
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