Viable Vision

“When I do an analysis of a company, I am satisfied only when I clearly see how it is possible to bring the company to have, in less than four years, net profit equal to its current total sales.”
– Dr. Eli Goldratt

“My client was skeptical that we could go from $20 million in sales to $20 million in profit in 4 years, but now we believe we will exceed that target!"
– Dr. Lisa Lang, President, Science of Business

Developed by industry guru and mega best-selling author Eli Goldratt, Viable Vision is a proven strategic plan and approach that lays out the steps to transform an organization’s current total sales into net profits within 4 years. This book explains the Viable Vision concept and provides readers the proven frame of reference and roadmap for achieving exponential growth in profits, without relying on minor miracles such as a new product breakthrough.

Supported by significant testing and proven results in real companies, it is now conceivable that even large companies can grow profits at double digit rates. Concisely packed with the proven principles of 25 years of scientific research and real-life application, readers will learn about the holistic implementation of constraints management in strategic planning, operations, supply chain/logistics, sales and marketing, project management, technology, metrics and finance. Whether or not you are one of the millions of people who have read “The Goal” or other fine books on the Theory of Constraints, you will gain enormous benefits from reading this book. Viable Vision is a must read for anyone interested in rapidly increasing their company's net profits.

Gerald I. Kendall, Principal of TOC International, is a leading expert in the fields of strategic planning, operations management, marketing, project management and constraints management (TOC). He has over 30 years of related experience as a practitioner, consultant, public speaker and trainer. Gerry is an active member of PMI and an accomplished author and co-author of many praised works including the best-selling book Advanced Project Portfolio Management and the PMO.

Foreword
Acknowledgements

PART I – THE PREMISE FOR A VIABLE VISION

Chapter 1 - IMPROVE!
Chapter 2 - Viable Vision

PART II – THE NEW FRAME OF REFERENCE

Chapter 3 - Moving from Complexity to Simplicity
Chapter 4 - A Simpler Frame of Reference for Decision Making

PART III – MAKING IT HAPPEN

Chapter 5 - Marketing
Chapter 6 - Operations
Chapter 7 - Distribution – From Push to Pull
Chapter 8 - Project Management
Chapter 9 - The Supply Chain
Chapter 10 - Information Technology – Necessary But Not Sufficient
Chapter 11 - Buy-in – Overcoming the Layers of Resistance
Chapter 12 - Strategy
Chapter 13 - Executing the Paradigm Shift

Bibliography

Appendix A – Viable Vision Financial Examples

Appendix B - More Viable Vision Examples
Distribution Company
Drip Irrigation Company
Hospital

Appendix C - Other Examples
Marketing
Operations
Distribution
Project Management

Appendix D – 200 Companies Applying Goldratt’s Theory of Constraints