The Outstanding Organization: The Power of Focus


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Does your organization move together as one cohesive unit? Or do you experience conflicting priorities, misalignment, and a healthy dose of "organizational ADD?"

Business, government agencies, and non-profits aren't immune to the fact that FOCUS is a key success factor in any excellence-seeking endeavor. From focused improvement plans to focused project and meeting management, creating a plan that helps you avoid unnecessary distractions and, more importantly, managing that plan is a key to becoming an outstanding organization.

In this webinar, you'll learn the organization costs that the lack of focus produces and ways to create a plan with sticking power, enabling you boost improvement results and organizational performance to boot.

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  • Jim Collins – Stop doing list.Matt May – The Laws of Subtraction“Not Do” List.
  • So Ari has his 12 natural laws of business – I have four. Instead we often find ourselves trying to maneuver within rather chaotic environments. We need to pay more attention to the fundamentals.There are four behavioral patterns that are required for excellence in any endeavor but are missing in many organizations. (click…)(I almost numbered these 1, 1, 1, and 1)Define each term - MG
  • I have noticed an alarming amount of ambiguity from big picture issues to the micro details of how an organization operations. At a macro level.. (next slide)
  • Distraction kills on the road and it kills in business as well.
  • Ongoing studyAri mentioned the Alice in Wonderland quote, which is in my next book – it doesn’t matter which path you take if you have no idea where you’re going.
  • Jim Collins – Stop doing list.Matt May – The Laws of Subtraction“Not Do” List.
  • This takes courage.
  • Notice these steep productivity gains achieving during a significant recession.
  • Now imagine how this plays out across an entire organization.Not keynotey - MG
  • So let’s say you don’t have immediate leverage over your exec team. While you’re influencing them, you can produce more local results by implementing these mindsets and behaviors at a more local level – say a single business unit, functional area, or work team.
  • Multi-tasking is a lie. David Meyer – studied engineers – switched tasks 5-8 times per day and took add’l 20 mins each time they did it. In a company with 15 engineers, that’s 3 FTEs of wasted labor.20-40% more projects completed by focusing on fewer at any given time.If you want to prove this to people – Have them write Multitasking is a lie and numbers 1-18. Dave Crenshaw The Myth of Multitasking.
  • So here is what our new organization will look like at the leadership level.My span of control remains the same, still with 7 direct reports.However, as I mentioned earlier, part of my objective is to create better, tighter and stronger alignment across the organization.This means that:All Service functions will organize under one leader.All Sales functions will organize under one leader.We’ll be adding dedicated focus to relationship management so we have a primary go-to person.We’re putting all administrative support functions together into one group.And we’ll be adding resources dedicated to Op Ex.Supply Chain and Strategy/Analysis are essentially unchanged.This is just a high level view, and I’m going to spend more detail on the areas with the most change. But before we look at individual boxes of responsibility, I’d like to share the overall design for how we’ll be approaching and organizing Sales and Service.This is a new model for how we’ll focus on and organize around the customer.
  • Consensus – disagree but commit.
  • The Outstanding Organization: The Power of Focus

    1. The Outstanding Organization: The Power of Focus Presenter: Karen Martin Webinar April 5, 2012
    2. Visit to listento the recorded webinar for this material.
    3.  Founder, Karen Martin & Associates, LLC(1993) Lead Lean transformations in the servicesector and office areas within manufacturing Teaches at University of California, SanDiego’s Lean Enterprise program Email: Twitter: @karenmartinopex Karen Martin, Principal July 2012
    4. We need to improve how we improve. 4
    5. Mindsets & Behaviors 5
    6. Lack of Clarity Lack of Focus Lack of Discipline Lack of Engagement 6
    7. The Outstanding Organization Business Results Problem Solving Improvement Continuous Resilience CoreCapabilities CHOS April 5 May 3 May 17 7
    8. Lack of Clarity Lack of Focus Lack of Discipline Lack of Engagement 8
    9. Distraction Kills 9
    10. Booz & Company Findings90% 82%80%70% 64%60% 49%50%40%30%20%10%0% No written… Conflicting… Competing demands 10
    11. “The difference between successful peopleand very successful people is that verysuccessful people say no to almost everything.” — Commonly attributed to Warren Buffett 11
    12. By Instilling Greater Focus, ThedaCare Doubled its operating margins without layoffs during a period where 74%of hospitals reported reduced margins ThedaCare reduces initiativesfrom 31 to 4 12
    13. 70%Organization is attempting ―more than‖ or ―significantly more than‖ we can reasonable handle. Poll of 700+ Subscribers 13
    14. Apple’s Success―…saying no to 1,000 things tomake sure we don’t get on thewrong track or try to do toomuch. We’re always thinkingabout new markets we couldenter, but it’s only by sayingno that you can concentrateon the things that are reallyimportant.‖ — Steve Jobs 14
    15. Productivity (Pounds Produced / Hr Worked)115.0 Pactiv108.0 Implements Strategy 105.9 Deployment101.0 95.2 94.0 93.0 90.6 87.0 86.3 84.8 80.0 FY 06 FY 07 FY 08 FY 09 FY 10 YTD 11 15
    16. The Reality… …You CAN’T do it all – and do it well. 16
    17. 17
    18. The Myth of Multi-tasking• Not possible to do two conscious activities at once.• You are ―switch-tasking.‖• David Meyer – University of Michigan – Engineers switched between projects 5-8 times per day – Each switch added 20 minutes of process time – If switch only 5x per day, adds 1.7 hrs per day or 407 hours (10 weeks) of process time per engineer – In company w/ 15 engineers = 3 FTEs* worth of labor. * FTE = Full Time Equivalent 18
    19. Not Convinced? Try this timed experiment. Multitasking is a lie.1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18Round 1: Write M, 1, U, 2, L, 3, etc.Round 2: Write complete sentence, followed by numbers 1-18.Round 2’s time will be approximate half of Round 1’s.FTU = Full Time Equivalent 19
    20. Sporting Goods Manufacturer – Product Launches Per Year80 737060 No additional resources;50 higher quality40 products launched30 2420100 Pre-Focus Post-Focus 20
    21. Rockwell Automation2520 20 Projects15 Started 12 1210 Projects 5 Completed 3 0 Pre-Focus Post-Focus 21
    22. Where We Need To Instill Greater Focus Organization Division/Business Division/Business Division/Business Unit Unit UnitDepartment Department Department Department Department Department Individual Individual Individual Individual Individual Individual Individual Individual Individual Individual Individual Individual
    23. What is Your Improvement Strategy? 23
    24. Avoiding the Shiny Ball Syndrome (Organizational ADD) Requires…• Clarity – about what really matters.• Consensus – about what really matters.• Courage – to actively choose to “not do” or “not do now.” 24
    25. Improvementaligned withoverarchingbusiness goals 25
    26. Avoiding the Shiny Ball Syndrome (Organizational ADD) Requires…• Clarity – about what really matters.• Consensus – about what really matters.• Courage – to actively choose to “not do” or “not do now.” 26
    27. Strategy Deployment Key Feature: CatchballWhat?How? ExecutiveWho? TeamWhen? What? How? Senior Who? Mgmt When? What? How? Middle Who? Mgmt When? What? How? Frontlines Who? When? 27
    28. Avoiding the Shiny Ball Syndrome (Organizational ADD) Requires…• Clarity – about what really matters.• Consensus – about what really matters.• Courage – to actively choose to “not do” or “not do now.” 28
    29. Annual Improvement Plan1. Gain clarity around overarching business needs.2. List everything you could do (and that you are doing).3. Categorize into: – “Must-do, can’t fail” – Maybe – Eliminate4. Decide what you will do – prioritize “maybe’s”; gain consensus.5. Create plan.6. Manage plan via weekly updates (may be able to reduce to monthly reviews – but be careful!). 29
    30. PACE Improvement Prioritization Grid 9 22 17 4 23 8 21 10 3 Easy 13 5 1 16 15Ease of Implementation 20 14 19 6 7 11 2 18 12 Difficult High Low Anticipated Benefit
    31. Evolving Prioritization Grid Third dimension: Urgency Highest priority Mathematical Formula 0.7 0.6 0.5Ease of Implementation 0.4 0.3 0.2 0.1 0 0 0.1 0.2 0.3 0.4 0.5 0.6 Potential Benefit Figure 3.1 - Prioritization Grid
    32. Annual Improvement Plan Company ABC Priorities FY 2012 FY 2013 Exec Tactical Priority Others Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Owner Owner MS-2 MS-1 Integrate DHR Begin Acct Brad P Ops Complete Complete New Travel Program Begin Complete Scott R Fred S Roll-outRoll-out Tablets to Begin & Brad P Installation Complete Lisa D, Complete 360 Marina, Begin Complete Justin C Steve R Roll-out SM, Tech, Hal, Doug Create Line-item Begin Complete Lisa B Mark C P.O.s Refinance credit Begin Scott R facility Complete ADP Begin Complete Gary O Roll-out NotDevelop & Roll-out MS-1 MS-2 MS-3 Begin complete Steve C TBD Handheld 2.2 Clean Code Pilot Go live until 2013 Complete GPS RDs Cons., Begin Complete Steve C Roll-out HR, FleetComplete "River" (One Soft) Begin Complete Lisa B Roll-out Develop Safety Begin Complete Gary O Program 32
    33. To create newideas is a gift, butto choosewisely is a skill.— Ryan Morgan 33
    34. Release Date: July 8, 2012 (McGraw-Hill) Available for Preorder: 34
    35. For Further Questions Karen Martin, Principal 7770 Regents Road #635 San Diego, CA 92122 858.677.6799 Twitter: @karenmartinopexMonthly newsletter: 35