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Ging Visual Using Images Enhance Productivity Decision Making and Profits - Gerard A.

Gerard A. Ging Visual Using Images Enhance Productivity Decision Making and Profits - Wiley publishing , 2005. - 257 p.
ISBN 0-471-71025-3
Download (direct link): visualusingimagestoenha2005.pdf
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We looked for the commonalities among these stories: How did the idea of Going Visual first appear in the organization? Who brought it up and why? What were the concerns that had to be overcome? How did GoingVisual fit with the big picture—the organization’s goals and values, its human elements, as well as with the specific task at hand or improvement desired? How did these businesses go about measuring the impact of Going Visual? The challenge, which the pioneering businesspeople who are profiled in this book have addressed and answered, is how to incorporate images into everyday communications in a natural, effective way. We looked for and studied the patterns of their success and have devised a five-step Going Visual methodology that summarizes the principles, practices, and processes these companies are using on an everyday basis, which is presented in Chapter 2.
The businesses profiled in the following chapters run the gamut from tiny companies to large multinationals. They have one key
10 GOING VISUAL
thing in common: Their experiences show in great detail how Going
Visual has sharpened their competitive edges.
• Chapter 3 examines how a property management firm that was 100 percent text-based before discovering that pictures were worth thousands of words methodically went about testing, evaluating, and implementing visual communication processes with clients, suppliers, employees, and government agencies. This company’s story starts with a single digital camera and ends with 50. A project supervisor observes, “I used to write a nine-page report; now I send a picture.”
• In Chapter 4 we profile a self-employed sales representative who had never taken a picture for work use until she discovered the power of the digital camera to, as she puts it, “revolutionize her business.”
• In Chapter 5 we speak with executives at a nationwide retail garden and home furnishings company that now uses images from camera phones and digital cameras as the very fabric of its global communications across functions as diverse as product sourcing, manufacturing, and store management. The senior vice president of merchandising declares, “Every single day I get images that represent what used to be a lot of words. . . . It’s now become the way of doing business.”
• In Chapter 6 we examine how a global communications services firm extended a few images used as a simple sales tool into a Going Visual strategy that improves every aspect of its operations. This company established a sophisticated archiving structure that allows all its branches and departments to rely on an integrated base of visual information to significantly streamline their operations. The director of digital services succinctly de-
INTRODUCTION 11
scribed the importance of Going Visual: “We use images everywhere.”
• Chapter 7 reveals how managers in information technology, human resources, and project development at an international entertainment enterprise use videoconferencing to manage project teams dispersed around the world. The company’s real-time-collaboration project manager explains that Going Visual “doesn’t just save you money, it changes the way you do business. It accelerates business.”
• In Chapter 8, we examine five new key directions that imaging technology will take in the coming three years and how they will enable the firms we profile and all others to go further visually— to further increase the efficiency and richness of their communication processes.
In most cases, the overhead, learning curves, and technology required to begin adopting a Going Visual strategy are all surprisingly ordinary. The trigger to action is a lightbulb moment, an “Aha!” flash, whereby a key decision maker sees how a simple shift to using images in everyday business communications can produce dramatic improvements to the bottom line. These decision makers are our guides through the various stories, and they relate, in a very down-to-earth way, how Going Visual has fundamentally improved their businesses. All started with tactical uses of visual communication— a specific type of image for a particular informational need. As the value of this new method became apparent, the use of images spread through the organization: marketing, sales, project management, operations, finance, facilities management, manufacturing, customer relations, product research, design, quality control, human resources, information technology (IT), maintenance, public rela-
12 GOING VISUAL
tions, facilities management, dispute resolution, operations, procurement, planning, and, significantly, accounts receivable. All were dramatically enhanced by the systematic integration of visual communication inside and outside the company. In all cases, visual information became an indispensable component of the business. Just as you might find it hard to imagine how you ever did business before fax, e-mail, or FedEx, these companies can’t imagine how they did business before Going Visual.
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