HOW DID ALL THIS START?

The modern market demands dramatic departure from traditional formats of performance. Increased competition requires productive and competitive work forces. Renovation and construction work is not repetitive tasks on traditional production. It’s all about customization. The increased concerns for products and services focus on continued improvements in quality, variety, timelines, and worker involvement, which all require new supervisory and teamwork skills that are not part of the experience or training of most workers and managers today.

Recognizing the opportunity of introducing new methods for performance BRAVO has created a competitive advantage. It wouldn’t be wise to reveal every element of what we do, but the fundamentals are based on the following examples:

Training;

Structures and systems;

Overcoming Distance;

Decision Rights; and

Communication.

THE NEW COMPETITIVE STANDARDS:

Variety: Consumers demand variety. For example, in North America there are 572
different models of cars, trucks and vans available.

Customization: Organizations must have the ability to customize their products and services.  Satisfy the customer’s decisions.

Convenience: More and more products and services are available at a touch of a button. Stands to reason that this industry must also adapt.

Timeliness: The early bird will get the market share in the New Economy. Meet customer needs and dramatically shorten performance cycle times.

The new competitive standards affect organizational structures, require moving away from top-down systems and moving towards more flexible networks and work teams. The result is immediate processes and procedures with constant updating of customer-specific information.