Customer Reviews

The Helix Factor: The Key to Streamlining Your Business Processes

5 star:		(9)
4 star:		(3)
3 star:		(0)
2 star:		(0)
1 star:		(1)

 

 

Finally, someone has taken common sense and applied it to business process improvement. Michael's methodology is very easy to follow and will allow those that don't want to dedicate their organization to Six Sigma or other complex programs, the ability to make tremendous impacts on the performance of their business. Excellent book, but would also recommend his second edition of the Helix factor, "The Implementation Guide," soon to be out in bookstores. This book takes The Helix Factor to a new level by providing a step-by-step guide to implementing this methodology, complete with all the documents as well as how to facilitate and analyze the information. This it the book most consultants are afraid of publishing, as it will allow one to execute a project on their own, without paying large consulting dollars for tremendous results.

The title for this review is not a typo, nor is it redundant. Read "The Helix Factor". Internalize the principles.
Ask yourself and your organization the same questions that Michael Wood identifies in his book. Prepare your organization to benefit continuously by continuing to improve your business processes that tie directly to your business objectives.

If there is a missing link to Six Sigma, it is found in this book. This a "must read" for the business executive looking to take his company to the top. For those that feel they are at the top, you had best read this to stay there! And, more importantly, if your company faces seriuos business challeges, you may begin to map your renewal by adhering to the Helix Methodology.

Thank you Michael for a methodology that makes a difference!

I received the Helix Factor as a gift, and read its back cover with skepticism. The back cover made claims that I couldn't expect to realize from reading one thin book. "You too can generare 500 to 1000 percent!"

I cracked the cover on my trek into work, and would have missed my bus stop if I wasn't with my lovely wife. The preface and dedication struck a chord, and the reasoning presented for writing the book inspired my curiosity. I dove into the first chapter "Helping people and Organizations Effect Positive Outomes". I was pleaseantly surprized how this chapter helped me to work through some issues that I was having difficulty with as a new Manager, introducing change management to an older company that had recently grown into an international organization through acquisition and merger.

The entire book was lacking fluff, and served up a good portion of not so common, common sense. As I got further and further into this book, I found myself shaking my head, laughing, and wondering why this book hadn't been written before! It is a collection of simple ideas, arranged in a logical fashion, and spelled out in easy to read, large type. It sits well with the SMART Objectives concept.

I applaud Michael Wood for taking the time to think his processes through, for clarifying many things about self and team improvement, and for contributing this knowledge to others. I would highly recommend this book to anyone that is starting out in process improvement or design, management, and team building.

My only disappoinment was that the book referenced a "workbook" that I couldn't locate locally. I would very much enjoy reviewing this workbook and developing course material around it for delivery to others. Locating the workbook and reading the next version are on my To-Do list for 2006.

Thank you Michael,
Mark Brunner

More than a book, I would like to call it a manual, for that is what it is! This book, though written by a scholar, does not have any 'scholarly' pretensions, which is what makes it very easy to read. The author has no agenda to 'showcase' his erudition, but simply does the job he has at hand.

The biggest impediment in bringing about any organisational change is to carry the opinion of all the people involved in the change process. I am sure that this book will go a long way in convincing the fence sitters about the feasibility of bringing about a change with a finite effort! It will surely help the change managers to get more buy-in from all concerned.
For large changes, it is not sufficient that the CXO be convinced about the change. His vision has to be shared by all the others down the line. This book will also help in getting people on board the change wagon!

It perplexes me why the cover page shows a spiral, though! Maybe I am wrong, but my idea of a helix is slightly different...

Michael Wood's "The Helix Factor" wonderfully mixes pragmatic advice with empirical evidence. Seldom is a management book so soundly based in reality, and backed up with solid, workable concepts. "The Helix Factor", and accompanying workbook, provide step-by-step realization of business goals by aligning IT implementation strategies to the needs of the business. Michael's visionary, yet approachable, techniques are understandable, educational, and rewarding. A must read.

I was impressed with the both the scope and simplicity of the methods presented. Mr. Wood has developed a system that anyone can implement and achieve outstanding results. I would highly recommend it to anyone who sets business objectives, manages change or wants to improve their business processes.

Great book! Clear and concise, written with a no-nonsense, straight to the point approach, the book presents key ingredients to business processes analysis and reengineering. Even if you don't follow the method exactly as described, the concepts presented are useful in the real-life of a wide range of roles, from executive management to team members.
Very easy to read, you often wonder "why did I never thought of that?". As you read the book you start seeing the light at the end of the tunnel, and realize that business processes reengineering does not have to be a mysterious process conducted from the Ivory Tower.
Indeed, Michael Wood makes sense out of chaos and draws a path easy to follow, with clear guidelines and practical examples. The book provides enough theory to demonstrate the approach, but is more an "how-to" guide very useful on day to day activities.
Congratulations Michael on a very useful book!

Once I started reading this book, I was so hooked on the Helix approach that I absolutely had to read Helix II--The Implementer's Guide (more about that later). Then, after reading the first chapter, I recall saying aloud, "Finally, someone can explain how to align business processes to strategies and strategies to stakeholders' wants and needs. This author understands what line-of-site is all about." Using a series of easy to understand common-sense principles and factors, Mr. Wood provides a high-level step-by-step approach to making business process improvement a reality.

If you are ready to change the way you do business, and want to get the edge on your competitors, this is a must read. To obtain a full appreciation for the Helix methodology, however, you must read the Helix Factor II-The Implementer's Guide. This definitive guide will give you all the tools you need to make your business processes more efficient and create a positive impact on your bottom line. It is an investment in your business' future.

I got the Helix Factor in a handful of BP books. I was looking for BP design ones: build them new AND rigth. Then I realized better. I liked it so much I am holding my breath until the implementer's handbook shows me how to do it. Not since reading Belasco's Teaching the Elephnat to Dance have I read a book so compelling to action as this is. I strongly recommend it !!

Making a difference is powerful. Going back to Maslow, everyone wants to self-actualize. This methodology conditions the people in the process to get beyond the politics, hierarchical structure and come up with the best ideas. It is the people who do the detail that can best provide input for understanding that leads to some great results. Corporate culture and limited behavioral skill sets are conditioned. I wondered how to get around this? In some cultures, it is simply not safe for people. It is a process that avoids the pit falls. What impresses me most is that the methodology can be done so fast. I would like to become very proficient in this methodology. Have you thought about a certification program that would add a professional credential like a CFP or CDP? Helix II, when it becomes available, is a must read. Rapid changes in values and expectations contribute to the need for conditioning. It is very popular to see a new leader come in with an entirely different set of processes. My observation is that getting to those concrete goals, objectives and measurements would, via Helix, not destabilize the environment. This cuts through issues of personality and strong "go here" messages without an understanding of What needs to be done: Why, Where, When, By Who and How. Most companies today are lean. It seems especially important to have a sponsor that can assure the team gets cooperation from cross-functional managers', director's etc. For example, one function could be in the middle of launching a new product. In this case does the consultant do the work, which reduces ownership? Is it that, the analysis is done and then the timetable is set for implementation with respect for what is already committed unless the analysis would indicate you should not complete what is in progress? These issues become obvious from the process. Focused urgency. Yes.......! Determining what the right things are is the first test, then focusing for success. This also clears up mixed messages of what is really desired in the short term versus the long term. Analysis of risks, in terms of consequences and probabilities, are frequently overlooked. Validation of assumptions is key and the Helix methodology supplies proofs. Stakeholder values are simple from maximizing stockholder value to unstated agendas (complex). The process focuses folks on the explicit stakeholder values. I like this because, in black and white, the goals and objectives are made clear to all. This process is appealing for both the inside person and outside person. No one wants to waste time on work that will not drive the business.