Info

PROACTION has provided high quality business consulting, business support services, business management, and education since its founding in 1986 by George J. Miller. The company has focused on an education-based consulting model to assist its clients achieve business performance improvements, via ERP selection and implementation, operations and supply chain focused, process re-engineering, system design, and a variety of other works, all with the purpose of improving business performance. A very wide range of industries, business models, business types, business practices, and scales have been and continue to be involved. For more detail visit our Capabilities page. Paul Deis, CEO, acquired PROACTION in 2005, bringing to the company his more than 25 years experience in management consulting and as a senior executive, involving detailed work with over 50 companies, including about 7 years of previous work with PROACTION. For more detail on Paul's extensive background, visit our Team page. PROACTION Mission Origins - Paul's vision of a Best Practice focused firm stemmed from his many years of work in a wide range of business performance improvement efforts, both in consulting and in leadership roles, coupled with a life long habit of reading, study, and professional growth. It became clear that this was what was really needed to provide dramatic and sustained performance for any organization, well beyond a single project's horizon. A new paradigm, a new vision with much more power was needed, and the PROACTION method provides this. Best Practices - are essentially the best way, at a given point in time, in a particular context, and that has been developed to perform a certain process. As such, Best Practices are as much process as content, and when done well, change continually over time - they are fluid, dynamic. Organization Focus - Every aspect of the PROACTION offering - our materials, Team's capabilities, books, white papers, newsletters, speeches, presentations - is geared toward this vision. Both now and moving forward, our Mission is one of assisting our clients in not only achieving significant, even dramatic operational and project management performance improvements, but moving to the next level of performance that is:Sustained over long periods of time Internal - An ongoing, internally driven process that is integral to the organization. Consistent - Produces a predictable, count-on-able rate of improvement. Most Leverage, Cost/Benefit - Multiple avenues toward Best Practice generation provide leverage, where one element is enhanced by others. Drawbacks of Other Approaches - This method of pursuing performance improvements, or Best Practices, overcomes the difficulties that we have witnessed regularly through hundreds of projects and dozens of companies, such as:Fragmented - many are efforts to fix a specific problem, or overcome a challenge Not integrated - one improvement project may not be considering others. No overall process - there typically is no established process that insures consistent improvements. Information technology not integrated - information systems now are a critical, make-or-break part of any company's internal processes, yet they are typically acquired via a poorly executed process, with the result that about 70% of these falling well short of expectations, including outright failure. "Bandage" solutions -these are practices that look good, but are implemented from above, or outside the company via consultants - they function in show-and-tell meetings, but fall apart soon afterwards. Like taking a shower after bandaging a cut; it just washes off. Theme of the day - many so-called improvement projects are driven from a currently fashionable book or concept that makes the rounds of executive suites. One can paper the walls of an office from these at some companies, all without much sustained benefit at all.