Compass Technology Management Information

Today, businesses face unprecedented challenges. As a result, some have begun to ask a few probing questions: If focusing on everything leads to focusing on nothing, why do so many businesses focus on everything? If time is money, then why have so many businesses saved so much time but so little money? Do costs really equate to cash? Does a dollar of cost saved consistently generate a dollar of cash saved? Are all resources created equal and should they be managed accordingly? If the old saying tell me how you are going to measure me and I will tell you how I will behave is true, then why do so many businesses measure people in ways that are confusing and/or unrelated to core business performance? Why does it take so much time and effort to get any kind of reasonable results from six sigma, Kaizen, lean, Theory Of Constraints (TOC), etc.? At the end of the day, for many businesses actual results generated from the implementation of performance improvement initiatives, business plans, budgets, product plans, etc. fall well short of their performance objectives. Why? Compass Technology Management (CTM) and its principals have spent over three decades researching, developing and applying practical solutions to this stubburn problem. At the core of these practical solutions are a small number of fundamental relationships that dictate business performance. These critical relationships interconnect market needs with internal business resource capacities in concert with organizational cash consumption and generation and organizational speed of action and response. This small number of interconnected fundamental relationships forms the central nervous system of any business. Not understanding them is analogous to flying blind or performing surgery without knowing basic anatomy. On the other hand, understanding these relationships is the key to rapid, effective, meaningful, and sustainable results from six sigma, Kaizen, lean, Theory Of Constraints (TOC), etc. To teach businesses these fundamental relationships and to ...