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Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
Achieving Business Excellence - Embraer
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Achieving Business Excellence - Embraer

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A special class on the key elements of being an entrepreneurial business manger inside of a large company - an "In-trepreneur."

A special class on the key elements of being an entrepreneurial business manger inside of a large company - an "In-trepreneur."

Published in: Business, Education
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  • 1. Achieving Business Excellence The Key Elements for Controlling Your Market
  • 2. I will not waste one minute of your time… • I have a ton to cover and I will go pretty fast. • Please take lots of notes, think/work hard and feel free to ask questions or give comments at ANY time. • I am happy to answer any of your questions, offer advice and recommend books at any time after this session. • John@JohnSpence.com The slides are already posted at: www.SlideShare.net/johnspence
  • 3. A few of my clients:
  • 4. For the past 21 years…
  • 5. What does this mean to me? How can I use this idea? What can I do right away? I am NOT a guru…
  • 6. To get the most from our session together…It is absolutely critical that you be brutally honest with yourself today. So let's get started with a little self-test on page 2
  • 7. The Four – I’s • Ignorance • Inflexibility • Indifference • Inconsistency Page 3
  • 8. How to avoid the Four I’s • Aggressive external market focus. • Ridiculously high level of customer focus. • Keep the “Main Things” the main things. • Bullish on knowledge sharing and learning. • Teamwork is mandatory – not optional • Passion and commitment at all levels. • Foster a healthy paranoia. • Revel in change. Page 3
  • 9. The Pattern of Business Success
  • 10. (T + C + ECF) x DE = Success NITB
  • 11. Talent Talent + Culture
  • 12. Cecil Van Tuyl “It is all about people, people, people. You can kid yourself about a lot of things in your business, but at the end of the day it will always come down to people.”
  • 13. The level of highly satisfied and engaged EMPLOYEES in your business. The number one factor in increasing the level of highly satisfied and engaged CUSTOMERS in your business is…
  • 14. Key Drivers of Customer Satisfaction and Loyalty Financial Performance Quality P&S & Customer Relationship Employee Satisfaction Empowerment High Standards Long-term Orientation Enthusiasm, Commitment, Respect Training & Development Fair Compensation CR= 104.12% increase in profits CR= .404 CR=.334 CR=.277 CR=.275 CR=.249 CR=.280 Coaching CR=.28 5 CR=.37 1 CR=.36 5 CR=.19 1 CR=.24 7 Tolerate Nothing Less From: Practice What You Preach by Maister Global study: 16 countries 529 companies 15,589 respondents Chart: 4 Workshop: 5
  • 15. Do your employees look like this? 1. They give more discretionary effort. 2. They consistently exceed expectations. 3. They take more responsibility and initiative. 4. They receive better customer service ratings. 5. They offer more ideas for improvement. 6. They promote and model teamwork. 7. They volunteer more for extra assignments. 8. They anticipate and adapt better to change. 9. They persist at difficult work over time. 10. They speak well of the organization. 1 - 10 Workshop: 6
  • 16. 5 1-10 Workshop: 7 The key elements of a winning culture
  • 17. Brand New from HBR • Individual differences are nurtured. • Information is not suppressed or spun. • The company adds value to employees rather than merely extracting it from them. • The organization stands for something meaningful. • The work itself is intrinsically rewarding. • There are no stupid rules.
  • 18. The Six Universal Drivers of Engagement 1. Caring, competent, and engaging leaders. 2. Effective managers who keep employees informed, aligned and engaged. 3. Effective teamwork at ALL levels. 4. Job enrichment and professional growth. 5. Valuing employee contributions. 6. Concern for employee well being. 1 - 10 Workshop: 7
  • 19. 1,300,000 interviews: Basic 4 + 1 Page 8
  • 20. Extreme Customer Focus
  • 21. Web of Value: VOC + MOT + WOM Page 8
  • 22. Extreme Customer Focus VOC
  • 23. Moments Of Truth Page 8
  • 24. VOC + MOT Workshop: Page 9
  • 25. Kaizen For those who are prepared… chaos brings opportunity.
  • 26. The Evergreen Project 10 year study of 160 top companies 40 distinct industries 200 management practices Winners, climbers, tumblers, losers Winners had an average Total Return to Shareholders of 945%... The Losers only averaged a TRS of 62% From: What (really) Works by Joyce, Nohria, Roberson 11
  • 27. The Four Primary Practices: 1. A sharply focused, clearly communicated and well-understood strategy for growth. 2. Flawless operational execution that consistently delivers the value proposition. 3. A performance-oriented culture that does not tolerate mediocrity. 4. A fast, flexible, flat organization that reduces bureaucracy and simplifies work.
  • 28. The Secondary Management Practices: • Talent = find and keep the best people. • Key leaders show commitment and enthusiasm for the business. • Embrace strategic innovation. • Master the power of partnerships. From: What (really) Works by Joyce, Nohria, Roberson Workshop 11
  • 29. 10 – 15%
  • 30. Accountability 1. 100% Clarity 2. 100% Agreement 3. Track & Post 4. Coaching 5. Reward / Punishment Workshop Page 12
  • 31. Strategy Map / Word Cloud: Pages 13 & 14
  • 32. Final Workshop: Pages 15 - 17
  • 33. THANK YOU If you have any questions at all please do not hesitate to send a note or call. My email address is: john@johnspence.com PLEASE connect with me on LinkedIn Also, you might find value in the ideas I share in my blog. You can sign up for it at: www.blog.johnspence.com Lastly, these slides have already been uploaded to: www.slideshare.net/johnspence

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