Using Process Redesign to Improve DOD's Environmental Security Program: Remediation Program Management

By Jeffrey A. Drezner; Frank Camm | Go to book overview
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Chapter Six
CONCLUSIONS
Although each of the cases presented here reflects differences in the implementation of remediation-management processes, the substantial similarities of the two firm's remediation programs are clearly apparent. Many of the differences can be attributed to differences in management style and culture between the two firms. Despite these differences, the underlying remediation policies and goals, management processes, and key characteristics of the implementation processes are similar. We do not advocate or argue that one approach is better than another, only that these different approaches are based on fundamentally similar principles. Ultimately, the specific implementation processes must be tailored to the organizational environment and culture of the implementing organization. Thus, it is the fundamental principles underlying the firms' remediation processes that should be of concern to DoD. Lessons drawn from these principles can be tailored and applied to DoD's environmental remediation program.The critical program characteristics of DuPont's remediation-management processes include
centralized management, with some decentralized execution
integration of a business management perspective and approach
use of risk-assessment and science-based evidence to influence remedy selection
development and maintenance of cooperative relationships with the regulatory community by building trust and credibility and using a technical advocacy program

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