Achieving Business Excellence
The Key Elements for
Controlling Your Market
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.
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What does this mean to me?
How can I use this idea?
What can I do right away?
I am NOT a guru…
To get the most from our session
together…It is absolutely critical that
you be brutally honest with yourself
So let's get started with
a little self-test on page 2
The Four – I’s
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.
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.”
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
Key Drivers of Customer Satisfaction and Loyalty
Empowerment High Standards
CR= 104.12% increase in profits
From: Practice What You Preach by Maister
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
The key elements of a winning culture
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
• The work itself is intrinsically rewarding.
• There are no stupid rules.
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
For those who are prepared…
chaos brings opportunity.
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
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.
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
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