The Camel Meets the Hedgehog Good to Great for Credit Unions
Foxes pursue many ends at the same time and see the world in all its complexity. They are scattered and diffused, moving o...
Hedgehogs simplify a complex world into a single organizing idea, basic principle or concept that unifies and guides every...
Famous Hedgehogs E=MC 2
Three Hedgehog Circles What are you deeply  passionate about? What can you be the best in the World  at ? What drives your...
The  Hedgehog Concept  is a turning point in the journey from Good to Great.
How long does it take to develop a Hedgehog Concept?
It took about four years the good-to-great companies to clarify their Hedgehog Concept.
Hedgehog Council
Discovering Our Passion First Hedgehog Circle: What is our passion?
You can’t manufacture passion or “motivate” people to feel passionate. You can only  discover   what ignites your passion ...
“ Growth” is not  a Hedgehog Concept.
 
 
What Gets You Excited? “ People who aren’t passionate about Gillette need not apply.”
Passion for Accounting?
Accounting  is a Tool
A Tool for Building  a Great Organization
What is Our Passion?
 
What is the passion  in your department? How does that passion connect to the mission of the Credit Union? What is your  p...
Second Hedgehog Circle What can we be the  best in the world  at?
 
When You Think of Excellence: <ul><li>What companies or brands come to mind? </li></ul><ul><li>How do we compare? </li></ul>
 
 
Disney Marketing Didn’t Hurt!
 
Understanding We Can  (and Cannot) be the Best at <ul><li>What can we potentially do better than any other credit union? <...
The Most Crucial Point <ul><li>A Hedgehog Concept is  not </li></ul><ul><li>a  goal  to be the best,  </li></ul><ul><li>a ...
What can we be the best  in the  World  at?
Third Hedgehog Circle: Measuring Success: Tuning the Economic Engine
Tuning  the Economic Engine  of the Credit Union
Separate Inputs
And Outputs
Input:   Arrests  Made Output: Reduce Crime
Input = Revenue Output = Profits Economic Engine  for Business
What Drives Your Economic Engine? <ul><li>C apital  </li></ul><ul><li>A sset/Liability </li></ul><ul><li>M anagement </li>...
How’s Your Camel?
Input = SEGs Signed Up
Output: New members & Products per member (debit cards in hand!)
New Manager in  Business Development
Department Metrics
Good to Great and the Social Sectors A great organization is one that delivers superior performance and makes a distinctiv...
Good to Great and the Social Sectors How effectively do we deliver on our mission and make a distinctive impact, relative ...
Good to Great and the Social Sectors What if your outputs are  inherently not measurable?  The basic idea is still the sam...
Department Ratios
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Cu hedgehog concept public

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This is a presentation that applies the Hedgehog Concept from Good to Great by Jim Collins to the credit union industry.

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  • Read the hedgehog story from the beginning of the chapter.
  • People who were able to translate a complex world in to a simple concept.
  • Talk about my personal hedgehog concept and fill in the three circles on the flip chart as an example to guide the following discussions.
  • This is the tiger looking both ways before crossing the road. This is us, discovering our hedgehog concept.
  • Can we sit down for a couple of hours with a PowerPoint and a flipchart and hash out our Hedgehog Concept?
  • The council consists of a group of the right people who participate in dialogue and debate guided by the three circles iteratively and over time, about vital issues and decisions facing the organization. I chose this picture, because this is the point in the story/movie where the main characters hashed out their main objective and made their commitment to achieve that objective.
  • According to Jim Collins, The passion for growth by itself does not make a Hedgehog Concept. In fact, companies with growth and any cost and in any way very often went completely astray and ended up in bankruptcy or worse. Take Enron for example: profit at any price. Look where it got them.
  • It takes incredible passion to compete on a world class level like the Olympics.
  • Can you imagine anyone working for Mattel that didn’t have a passion for toys or for Barbie?
  • Gillette executives made the choice to build sophisticated, relatively expensive shaving systems rather than fight a low-margin battle with disposables. They just couldn’t get excited about cheap disposable razors.
  • A carpenter may not have a passion for hammers, but maybe for what the hammer can do as a tool.
  • I have a passion for building a great credit union. Accounting is one tool. So is Member Service, Business Development, Marketing, IT, Branches, etc.
  • Air Transportation Industry
  • Do we have a passion for Member Service?
  • Split into teams of 5 or 6 and go through the discussion sheet on passion. Workshop leader draw the 3 circles (large) on the flip chart. Gather back to get recaps from the team spokesmen. Fill in the Passion circle with ideas from the teams. Hopefully you will begin to piece together the hedgehog concept here on the sheet. As you fill in each circle ask for feedback on how these circles interact and support each other.
  • What does it take to win an Olympic medal? Passion, for sure. And the capability to be the absolute best in your field.
  • Ask the audience to shout out names of top companies. How do we compare? In what ways do we excel?
  • I recently read an article about a high-end sports sedan manufactured by Volkswagen. The price was over $100,000. Besides my shock at the total price, it didn’t fit with my basic impression of VW. When talking about high end cars, VW doesn’t readily spring to mind. My Dad had a VW van when I was a kid. Not like Rolls Royce, Jaguar, or Mercedes.
  • Within the context of the time (1960s) and in its segment of the market (inexpensive, low maintenance, and fun too!), the VW Bug was one of the best cars in the world.
  • Disney’s Love Bug movies reinforced the public perception that this was a fun and spunky little car. In the 1980’s one car company tried to duplicate the bug’s success. Can you guess which car that was?
  • The Yugo tried to pass itself off as the new bug. Low cost, fuel efficient, high mpg, etc. But the quality was so bad that they couldn’t deliver on the expectations generated by their marketing and they failed miserably.
  • Meet in teams and discuss. Gather back to get recaps from the team spokesmen. Fill in the “Best At” circle with ideas from the teams.
  • In order to fly high we need a well tuned high performance engine. Having a problem with engine failure in flight is what you want to avoid at all costs. Likewise, understanding your economic engine enables high performance output for your company or organization.
  • High octane gas goes in . . .
  • High performance comes out.
  • Read story from G2G &amp; Social Sectors (page 4) on the NYPD in 1995.
  • Give examples from CU industry: Credit Union “CAMEL” ratios. Capital divided by Assets Asset/Liability ratios Management (subjective rating of management quality) Earnings = net income, return on assets, etc. Liquidity = sufficiency of cash flow. Net Promoter Score: The Ultimate Question , Fred Reichheld From Harvard Business Review HBR.com The One Number You Need to Grow Frederick F. Reichheld December 2003 Issue Abstract: Companies spend lots of time and money on complex tools to assess customer satisfaction. But they&apos;re measuring the wrong thing. The best predictor of top-line growth can usually be captured in a single survey question: Would you recommend this company to a friend? This finding is based on two years of research in which a variety of survey questions were tested by linking the responses with actual customer behavior--purchasing patterns and referrals--and ultimately with company growth. Surprisingly, the most effective question wasn&apos;t about customer satisfaction or even loyalty per se. In most of the industries studied, the percentage of customers enthusiastic enough about a company to refer it to a friend or colleague directly correlated with growth rates among competitors. Willingness to talk up a company or product to friends, family, and colleagues is one of the best indicators of loyalty because of the customer&apos;s sacrifice in making the recommendation. When customers act as references, they do more than indicate they&apos;ve received good economic value from a company; they put their own reputations on the line. The findings point to a new, simpler approach to customer research, one directly linked to a company&apos;s results.
  • Just as an example of departmental measurements, Business development would be tracking new members, Marketing could track products per member. How long does it take to ramp up new members to the average products per member that is our target. Are we tracking that? Can we tighten up on that time frame by tweaking our marketing strategy?
  • Here is a graph on member growth worksheet. We can see the dramatic transition right at the point when a new Business Development Manager was hired. Each department should develop some standard of measurement for success.
  • How do we measure success in our department? What about a department like Accounting that doesn’t have clear measurable outputs?
  • We have to get real about measuring our success. Discuss the metrics as a team or as a whole group. Fill in the Economic Engine circle with ideas from the audience.
  • Cu hedgehog concept public

    1. 1. The Camel Meets the Hedgehog Good to Great for Credit Unions
    2. 2. Foxes pursue many ends at the same time and see the world in all its complexity. They are scattered and diffused, moving on many levels. -Isaiah Berlin
    3. 3. Hedgehogs simplify a complex world into a single organizing idea, basic principle or concept that unifies and guides everything.
    4. 4. Famous Hedgehogs E=MC 2
    5. 5. Three Hedgehog Circles What are you deeply passionate about? What can you be the best in the World at ? What drives your economic engine?
    6. 6. The Hedgehog Concept is a turning point in the journey from Good to Great.
    7. 7. How long does it take to develop a Hedgehog Concept?
    8. 8. It took about four years the good-to-great companies to clarify their Hedgehog Concept.
    9. 9. Hedgehog Council
    10. 10. Discovering Our Passion First Hedgehog Circle: What is our passion?
    11. 11. You can’t manufacture passion or “motivate” people to feel passionate. You can only discover what ignites your passion and the passions of those around you.
    12. 12. “ Growth” is not a Hedgehog Concept.
    13. 15. What Gets You Excited? “ People who aren’t passionate about Gillette need not apply.”
    14. 16. Passion for Accounting?
    15. 17. Accounting is a Tool
    16. 18. A Tool for Building a Great Organization
    17. 19. What is Our Passion?
    18. 21. What is the passion in your department? How does that passion connect to the mission of the Credit Union? What is your personal passion?
    19. 22. Second Hedgehog Circle What can we be the best in the world at?
    20. 24. When You Think of Excellence: <ul><li>What companies or brands come to mind? </li></ul><ul><li>How do we compare? </li></ul>
    21. 27. Disney Marketing Didn’t Hurt!
    22. 29. Understanding We Can (and Cannot) be the Best at <ul><li>What can we potentially do better than any other credit union? </li></ul><ul><li>And equally important: </li></ul><ul><li>What can we not do better? </li></ul><ul><li>And. . . If we can’t be the best at it, </li></ul><ul><li>Then why are we doing it at all? </li></ul>
    23. 30. The Most Crucial Point <ul><li>A Hedgehog Concept is not </li></ul><ul><li>a goal to be the best, </li></ul><ul><li>a strategy to be the best, </li></ul><ul><li>an intention to be the best, </li></ul><ul><li>a plan to be the best. </li></ul><ul><li>It is an understanding of what you can be the best at. </li></ul><ul><li>The distinction is absolutely crucial. -Jim Collins </li></ul>
    24. 31. What can we be the best in the World at?
    25. 32. Third Hedgehog Circle: Measuring Success: Tuning the Economic Engine
    26. 33. Tuning the Economic Engine of the Credit Union
    27. 34. Separate Inputs
    28. 35. And Outputs
    29. 36. Input: Arrests Made Output: Reduce Crime
    30. 37. Input = Revenue Output = Profits Economic Engine for Business
    31. 38. What Drives Your Economic Engine? <ul><li>C apital </li></ul><ul><li>A sset/Liability </li></ul><ul><li>M anagement </li></ul><ul><li>E arnings </li></ul><ul><li>L iquidity </li></ul><ul><li>Net Promoter Score? </li></ul>
    32. 39. How’s Your Camel?
    33. 40. Input = SEGs Signed Up
    34. 41. Output: New members & Products per member (debit cards in hand!)
    35. 42. New Manager in Business Development
    36. 43. Department Metrics
    37. 44. Good to Great and the Social Sectors A great organization is one that delivers superior performance and makes a distinctive impact over a long period of time. -Jim Collins
    38. 45. Good to Great and the Social Sectors How effectively do we deliver on our mission and make a distinctive impact, relative to our resources? -Jim Collins
    39. 46. Good to Great and the Social Sectors What if your outputs are inherently not measurable? The basic idea is still the same: separate inputs from outputs, and hold yourself accountable for progress in outputs, even if those outputs defy measurement . -Jim Collins
    40. 47. Department Ratios
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