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Briefings Audio Conference
Cost Cutting: The Big Five Areas to Focus on in 2006
In recent years many companies used the chainsaw approach to cutting costs – slashing departments, services and headcount without much thought given to long-term strategy. These efforts were quick and easily measured, and companies didn’t feel the negative consequences right away.
But down the road morale suffered because employees were overworked. And downsizing resulted in unanticipated “knowledge drain” that hurt production, operations and customer service. For many companies, cost-cutting measures intended to boost profits actually reduced them in the long term.
There’s a better way to think about cost cutting. It requires that companies cut costs with a direct line of sight to strategic goals. Our speaker, Marla Bradley, has identified five key shifts companies need to make to ensure that cost-cutting measures boost profits in the long term.
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Learning Outcomes:
- A fire-ready-aim culture to one of planning and elimination of wasted effort. Are people rewarded for action or for results?
- A fire fighting culture where money is thrown at problems to one that takes proactive measures to anticipate and avoid problems. Is extensive rework acceptable in most functions? Are fire fighters rewarded even if they are the arsonists?
- Keeping low-margin businesses to evaluating each line of business to determine if it adequately contributes to company profitability and strategic goals. Are there criteria for when to keep and when to divest lines of business?
- Automation of existing processes to one of process redesign as part of automating systems. Are the processes efficient and effective?
- Assuming the structure of the company is a given to reorganizing to better address the business realities, use talent more effectively, reduce layers of management and hold managers accountable. Has the business grown but retained the same structure? Are managers capable of leading?
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Continuing Education
This program has been approved for 1.0 recertification credit hour toward PHR and SPHR recertification through the Human Resource Certification Institute (HRCI). For more information about certification or recertification, please visit the HRCI homepage at www.hrci.org |
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Who Should Attend?
- Managers
- Supervisors
- Directors
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Presented By
Marla Bradley
CEO
Bradley Lambert, Inc.
Marla Bradley, CEO of Bradley Lambert, Inc. in Los Angeles, has designed and implemented thousands of skill-development programs for companies worldwide and delivered them to over 200,000 professionals. Ms. Bradley also has been a lead instructor and program designer for the Certificate in Management Effectiveness, an executive program offered through the University of Southern California (USC), Graduate School of Business Administration. And she has taught various classes at Loyola Marymount University and UCLA.
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CD Only - 199 A $25 CEU processing fee applies for all CEU requests
Questions About this AudioConference? Call 1-800-431-7571
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