Removing the Barriers to Becoming a High Performance Business
Issue 1, 1992

Two years ago, one of our clients, the international Morgain Group (not its real name) tried to implement its internal vision of the High Performance Business. Having analyzed the sometimes conflicting needs of interested parties, Morgain had focused its efforts on improving crossfunctional processes related to product development and launch. Now it was ready to transform itself into a streamlined business.