DWD20200511

David's Time With Peter F. Drucker 2020.5.11 The bank's solution was to concentrate the tellers at the branches on the simple, repetitive, routine services, which require neither skill nor time. The new financial products were assigned to different groups of people who were moved to separate tables, with big signs advertising the products in which each table specialized. As soon as this was done, business went up sharply, both for the traditional and the new services. But because there had been no "pilot"——trying out the improvements in one or two branches would have sufficed——the bank lost almost two years and a great deal of money. Continuous improvements in any area eventually transform the operation. They lead to product innovation. They lead to service innovation. They lead to new processes. They lead to new businesses. Eventually continuous improvements lead to fundamental change. ——《Management Challenges for the 21st Century · Chapter3》(Peter F.Drucker,1999)