EO Vancouver Blue Oceans - Differentiation and Execution

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  • Because there is no way in the world that I can know as much about your business as you do, many of my suggestions and ideas I present will be somewhat generic, which means it is up to YOU to take the ideas I present and figure out how to make them work in your company, in your specific market, with your customers, with your employees. If you will continually ask the three questions above every time I put up a slide, there is a good chance that you will uncover something that will help your business significantly.
  • EO Vancouver Blue Oceans - Differentiation and Execution

    1. 1. Blue Oceans
    2. 2. This is a very special workshop • I have a ton to cover and I will go pretty fast. • 90% is in the book. • Please take notes and ask questions. • I am happy to answer any of your questions, offer advice and recommend books at any time. • Work very hard… take this seriously. The slides are already posted at: www.SlideShare.net/johnspence
    3. 3. 100+ since 1989
    4. 4. What does this mean to me? How can I use this idea? What can I do right away?
    5. 5. Reality Check Knowing – Doing 1 -10
    6. 6. Most people are so busy working IN their business thatthey do not take any time to work ON their business.
    7. 7. (T + C + ECF) x DE = Success 2
    8. 8. Do you have a clearly focused and well-communicated vision and strategy for growth? Effective Strategy = Valued Differentiation x Execution
    9. 9. Blue Ocean Strategy UNIQUE and Valued Differentiation x Disciplined Execution
    10. 10. Just because you have an idea…
    11. 11. Success comes from executing the RIGHT ideas, not just from the planning process itself.
    12. 12. Five Foundations of Effective Strategy Business Acumen Personal Experience Pattern Recognition Strategic Insight Disciplined Execution 2
    13. 13. Blue Oceans 30 years ago new solutions were created in various industries for example: mutual funds, cellular telephones, biotechnology, discount retailing, express package delivery, snowboards and coffee bars to name just a few. The question is; what will be the new blue oceans 20 years from today?
    14. 14. The Four – I’s • Ignorance • Inflexibility • Indifference • Inconsistency Page 2
    15. 15. How to avoid the Four I’s 1-10 • Aggressive external market focus. • Aggressive 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. 2
    16. 16. • The willingness… even enthusiasm… to change EVERYTHING combined with the wisdom to understand what must NEVER be changed.
    17. 17. The Key To Success in the New Normal… •Nimbleosity •Nimbo-licious
    18. 18. To get the most from our session together… It is absolutely critical that you be brutally honest with yourself today. 3 So let's get started with a little self-test…
    19. 19. “Simplicity is the ultimate sophistication” Leonardo da Vinci
    20. 20. Lessons from seven top CEOs • Have an outside-in perspective • Be deeply passionate about your job • Understand the importance of culture • Create or adapt next generation products, processes and solutions • Implement the best ideas regardless of origin 4 From: What the Best CEOs Know by Krames Dell, Welch, Gerstner, Grove, Gates, Kelleher, Walton = 696 B 1-10
    21. 21. The Toyota Way • Challenging Vision – We form a long-term vision, meeting challenges with courage and creativity to realize our dreams. • Kaizen – We improve our business operations continuously, always driving for innovation and evolution. • Genchi Genbutsu – We go to the source to find the facts to make correct decisions, build consensus, and achieve our goals at our best speed. • Respect, Challenge and Help your People and Suppliers – We respect others, make every effort to understand each other, take responsibility and do our best to build mutual trust. • Teamwork – We stimulate personal and professional growth, share the opportunities of development, and maximize individual and team performance. 5 1-10
    22. 22. 1,300,000 interviews: Basic 4 + 1 Page 5 Wow — No Surprises — Celebrate 1-10
    23. 23. What does it take to be a valued member of a team? Develop and display competence. Follow through on commitments. Deliver required results. Ensure your actions are consistent with your word. Stand behind the team and its people. Be enjoyable to work with. Be passionate about your work and those you serve. Communicate and keep everyone informed. Help the other members of the team. Help members of other teams. Share ideas, information and credit. Hold yourself 100% accountable.
    24. 24. • D • M • C • C • M • D irection – vivid, clear, inspiring --- shared easurements – specific, observable, focused ompetence – very good at what they do ommunication – open, honest, courageous utual Accountability – all team members iscipline – do this every day 6
    25. 25. 10 Key Team Competencies: 1. Setting clear, specific and measurable goals. 2. Making assignments extremely clear and ensuring required competence. 3. Establishing accountability for high performance across the entire team. 4. Running effective team meetings. 5. Building strong levels of trust. 6. Establishing open, honest and frank communications. 7. Managing conflict effectively. 8. Creating mutual respect and collaboration. 9. Encouraging risk-taking and innovation. 10. Engaging in ongoing team building activities. 1 - 10 6 6
    26. 26. 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…
    27. 27. TEN ELEMENTS OF A WINNING CULTURE 1. People enjoy the work they do and the people they work with. 2. People take pride in the work they do and the company they work for. 3. There are high levels of engagement, connection, camaraderie and a community of caring. 4. There is a culture of fairness, respect, trust, inclusiveness and teamwork. 5. The leaders walk the talk, live the values and communicate a clear vision and strategy for growth. 6. Lots of open, honest, robust and transparent communication across the entire organization. 7. The company invests back in employees; there is a commitment to learning, coaching and development. 8. There is a bias for action, employees have an ownership mentality and always strive to give their personal best. 9. There is high accountability and a strong focus on delivering the desired results. 10. There is ample recognition and rewards and mediocrity is not tolerated. 1 - 10 7
    28. 28. Web of Value 8
    29. 29. VOC
    30. 30. Moments Of Truth Page 8
    31. 31. MOT Workshop 23 = notes page What are the top 3 or 4 Moments Of truth for your customer, the things that MUST be flawless?
    32. 32. WOM Do you have a process?
    33. 33. 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
    34. 34. 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. From: What (really) Works by Joyce, Nohria, Roberson 11
    35. 35. 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 Score yourself on the 1–10 scale for all eight practices on page 11
    36. 36. Key Drivers of Business Success 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 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 12 Workshop Page 13 Tolerate Nothing Less From: Practice What You Preach by Maister Global study: 16 countries 29 companies 139 offices 5,589 respondents
    37. 37. 1. 100% Clarity + Authority 2. 100% Agreement 3. Track & Post 4. Coach & Train 5. Reward or Punish NITB = note page 24
    38. 38. Disciplined Execution Clear Vision Detailed Strategy Guiding Coalition Alignment Systems Communication Support Adjust Reward / Punish 14 1 - 10
    39. 39. Read Pages 15 & 16
    40. 40. Individual Workshop • Go back and look at all of your audits. • Where were your low scores, where were your high scores – what is the pattern? • Look over your notes – what were the key themes? What are the most important ideas? • Answers all the questions on pages 17 – 20. • Put in as much detail as possible. • Be very honest with yourself. • Think in terms of Actions and Outcomes.
    41. 41. If you have any questions at all please do not hesitate to send a note or call. My email address is: john@johnspence.com My twitter address is: @awesomelysimple *** 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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