Excellence. Always. If not excellence, what? If not excellence now, when?


The Value-added Ladder/ OPPORTUNITY-SEEKING Customer Success/ Gamechanging Solutions Scintillating Experiences Services Goods Raw Materials



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The Value-added Ladder/ OPPORTUNITY-SEEKING Customer Success/ Gamechanging Solutions Scintillating Experiences Services Goods Raw Materials

“The business of selling is not just about matching viable solutions to the customers that require them. It’s equally about managing the change process the customer will need to go through to implement the solution and achieve the value promised by the solution. One of the key differentiators of our position in the market is our attention to managing change and making change stick in our customers’ organization.”* (*E.g.: CRM failure rate/Gartner: 70%) —Jeff Thull, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale

The Value-added Ladder/ OPPORTUNITY-SEEKING Implemented Gamechanging Solutions Scintillating Experiences Services Goods Raw Materials

  • Part TWO
  • #32

1977

MBWA Managing By Wandering Around/HP

1982

  • Excellence1982: The Bedrock “Eight Basics”
  • 1. A Bias for Action
  • 2. Close to the Customer
  • 3. Autonomy and Entrepreneurship
  • 4. Productivity Through People
  • 5. Hands On, Value-Driven
  • 6. Stick to the Knitting
  • 7. Simple Form, Lean Staff
  • 8. Simultaneous Loose-Tight
  • Properties”

ExIn*: 1982-2002/Forbes.com DJIA: $10,000 yields $85,000 EI: $10,000 yields $140,050 *Forbes/Excellence Index /Basket of 32 publicly traded stocks

  • “Breakthrough” 82*
  • People!
  • Customers!
  • Action!
  • Values!
  • *In Search of Excellence

Synonyms Purity Transcendence Virtue Elegance Majesty Antonyms Mediocrity

The Peters Principles: Enthusiasm. Emotion. Excellence. Energy. Excitement. Service. Growth. Creativity. Imagination. Vitality. Joy. Surprise. Independence. Spirit. Community. Limitless human potential. Diversity. Profit. Innovation. Design. Quality. Entrepreneurialism. Wow!

Hard Is Soft Soft Is Hard

Hard Is Soft (Plans, #s) Soft Is Hard (people, customers, values, relationships)

“The 7-S Model” Strategy Structure Systems Style Skills Staff Super-ordinate goal

“The 7-S Model” “Hard Ss” (Strategy, Structure, Systems) “Soft SS” (Style, Skills, Staff, Super-ordinate goal)

“The 7-S Model” Strategy Structure Systems Style (Corporate “Culture,” “The way we do things around here”) Skills (“Distinctive Competence/s) Staff (People-Talent) Super-ordinate goal (Vision, Core Values)

  • “If I could have chosen not to tackle the IBM culture head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard. [Yet] I came to see in my time at IBM that culture isn’t just one aspect of the game —it is the game.” —Lou Gerstner,
  • Who Says Elephants Can’t Dance
  • “… it is the game.”

“In the end, management doesn’t change culture. Management invites the workforce itself to change the culture.” —Lou Gerstner

  • 30-fold!
  • Ken Kizer/VA 1997: “culture of cover-up that pervades healthcare” “Patient Safety Event Registry” … “looking for systemic solutions, not seeking to fix blame on individuals except in the most egregious cases. The good news was a thirty-fold increase in the number of medical mistakes and adverse events that got reported.”
  • “National Center for Patient Safety Ann Arbor”

Internal organizational excellence = Deepest “Blue Ocean”

Internal organizational excellence = “Brand inside

B(I) > B(O)

MP: “Get the strategy right, the rest will take care of itself.” TP: “Get the people , the culture and execution right—then the strategy will take care of itself.”

  • #33

ExIn*: 1982-2002/Forbes.com DJIA: $10,000 yields $85,000 EI: $10,000 yields $140,050 *Excellence Index/Basket of 32 publicly traded stocks

  • #34

2007 Siberia

  • Why in the
  • World did you
  • go to Siberia?
  • Enterprise* ** (*at its best): An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum
  • concerted human potential
  • in the wholehearted service
  • of others.** **Employees, Customers, Suppliers, Communities, Owners, Temporary partners

Cause (worthy of commitment) Space (room for/encouragement for initiative) Decency (respect, humane)

Cause (worthy of commitment) Space (room for/encouragement for initiative-adventures) Decency (respect, grace, integrity, humane) service (worthy of our clients’ & extended family’s continuing custom) excellence (period)

Cause (worthy of commitment) Space (room for/encouragement for initiative-adventures) Decency (respect, grace, integrity, humane) service (worthy of our clients’ & extended family’s continuing custom) excellence (period) servant leadership


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