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Bright Ideas-Strategies for Developing Championship Form
Bright Ideas-Strategies for Developing Championship Form
Bright Ideas-Strategies for Developing Championship Form
Bright Ideas-Strategies for Developing Championship Form
Bright Ideas-Strategies for Developing Championship Form
Bright Ideas-Strategies for Developing Championship Form
Bright Ideas-Strategies for Developing Championship Form
Bright Ideas-Strategies for Developing Championship Form
Bright Ideas-Strategies for Developing Championship Form
Bright Ideas-Strategies for Developing Championship Form
Bright Ideas-Strategies for Developing Championship Form
Bright Ideas-Strategies for Developing Championship Form
Bright Ideas-Strategies for Developing Championship Form
Bright Ideas-Strategies for Developing Championship Form
Bright Ideas-Strategies for Developing Championship Form
Bright Ideas-Strategies for Developing Championship Form
Bright Ideas-Strategies for Developing Championship Form
Bright Ideas-Strategies for Developing Championship Form
Bright Ideas-Strategies for Developing Championship Form
Bright Ideas-Strategies for Developing Championship Form
Bright Ideas-Strategies for Developing Championship Form
Bright Ideas-Strategies for Developing Championship Form
Bright Ideas-Strategies for Developing Championship Form
Bright Ideas-Strategies for Developing Championship Form
Bright Ideas-Strategies for Developing Championship Form
Bright Ideas-Strategies for Developing Championship Form
Bright Ideas-Strategies for Developing Championship Form
Bright Ideas-Strategies for Developing Championship Form
Bright Ideas-Strategies for Developing Championship Form
Bright Ideas-Strategies for Developing Championship Form
Bright Ideas-Strategies for Developing Championship Form
Bright Ideas-Strategies for Developing Championship Form
Bright Ideas-Strategies for Developing Championship Form
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Bright Ideas-Strategies for Developing Championship Form

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Using business process improvement strategies to overcome the challenges of the current economic climate. …

Using business process improvement strategies to overcome the challenges of the current economic climate.

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    • 1. BRIGHT IDEAS Strategies for Developing Championship Form by Kathryn Alexandrei and Patrick Gauthier
    • 2.   Retract? Retreat? Or accept the challenge?   Foreclosures Economy Unemployment Low Consumer Confidence <ul><li>Armed with a few salient facts, champions are preparing to win. </li></ul><ul><li>Much of what is needed to succeed is under your control </li></ul><ul><li>The competition is against the ropes </li></ul><ul><li>The economy will turn around sooner rather than later </li></ul><ul><li>Pain creates opportunities - necessity is the mother of invention </li></ul><ul><li>The best way to predict the future is to invent it </li></ul><ul><li>The world is flat </li></ul><ul><li>Everything is a process </li></ul><ul><li>  </li></ul><ul><li>Your business may define itself in terms of offering : </li></ul><ul><li>the best price </li></ul><ul><li>innovative products, or </li></ul><ul><li>the most comprehensive solution. </li></ul><ul><li>Either way, process is everything. </li></ul>CHALLENGING TIMES
    • 3. A process is a systematic, deliberate series of actions designed to produce a specific end or result. Processes occur logically prior to physical implementation– much the same way a blueprint occurs prior to the building of a house. Call Prospect start Log information Interest? End call No Schedule Appointment Yes
    • 4. THE SITUATION Understand the current playing field. THE RING Prepare for Victory Your ring is your market, your industry, your place in this economy. The ring is roped off and defined by the supply of resources and the demand placed on them by consumers. The supply of products and services and the demand of customers able to pay for them. Costs, credit and profits are all within the ring. Global & Local Economy Industry & Sector Market Material/Human Resources Cost of Products/Services Supply Demand Customers Pricing/Credit
    • 5. round one–UNDERSTAND THE OPPONENT The status quo is not your ally right now. Step up to the challenge of your organizations’ inefficiencies by looking for the root cause.
    • 6. ROUND ONE ACTION ITEM: Get your main points of pain down on paper. Sit down with a cross-functional group and start to ask “WHY”. Keep asking until the root cause of the problem becomes clear. <ul><li>Pain point: Three different parties totaling eight customers left a restaurant unhappy. A rule of thumb is that one unhappy customer will tell 20 people about their experience. </li></ul><ul><li>Why did customers leave unhappy tonight? Because they waited too long between appetizer and entrée. </li></ul><ul><li>Why did they wait too long between courses? Because the server did not fire the entrée on time. </li></ul><ul><li>Why did the server not fire the entrée on time? Because he had three new tables to take care of all at once. </li></ul><ul><li>Why did he have three new tables at the same time? Because the hostess was unsure what to do when three customers requested to sit in his section. </li></ul><ul><li>Why was the hostess unsure of how to handle this situation? Because she is relatively new and was told once but forgot. There were no clearly defined seating process showing how to handle exceptions, nor printed seating procedures for her to refer to. </li></ul>In this case, while the server could have taken other actions, he is clearly a good employee. In response to slowing business he has made even greater efforts to build relationships with regular customers and has been successful in that they request his section. The hostess is capable and eager to perform well; forced to make a quick decision, she did what she thought best given the business rule that customers come first. Processes and lack of documentation were the root causes of this situation. Both the seating and on-boarding processes require review and documentation.
    • 7. Resilient Prepared Agile Creative Confident Resourceful Enduring Efficient Self-Aware Intelligent Cunning Waste Nothing Aligned? Integrated round two–KNOW YOURSELF & YOUR CONDITION
    • 8. <ul><li>Greatness in the ring requires strength, intelligence and speed. What condition is your business in? Can you be more fit, agile, flexible, and resilient? </li></ul><ul><li>  Assess your enterprise honestly and create a training plan to improve its fitness. Preparation = relentless practice of fundamentals + innovation that will keep opponents on their heels and against the ropes. </li></ul>ROUND TWO ACTION ITEM : Begin an organizational assessment by creating an inventory of core business processes Greatness in the ring requires strength, intelligence and speed. What condition is your business in? Can you be more fit, agile, flexible, and resilient?   Assess your enterprise honestly and create a training plan to improve its fitness. Preparation = relentless practice of fundamentals + innovation that will keep opponents on their heels and against the ropes.
    • 9. Business process diagrams make core processes “visible” to everyone involved and allow managers to “see” inefficiencies and quality improvement opportunities Trigger Event Actors Business Rule Business Decision Discrete Task Steps Forms and Information Hand-off round three-VISIBILITY
    • 10. <ul><li>Winning requires &quot;vision&quot; on the ground, in the trenches, from above, within, and from the perspective of the opponent. </li></ul><ul><li>  </li></ul><ul><li>Process visibility allows you to &quot;see&quot; - from end-to-end - all of the unique elements that define your products and services, your fitness and market conditions. </li></ul>ROUND THREE ACTION ITEM : Map and document the processes that harbor your top three pain points
    • 11. Champions are lean. They don’t waste resources or opportunities. “ Lean” is a set of principals developed by Toyota that aims to increase the ratio of value added activity. Value is defined completely by the customer. Lean identifies 7 different varieties of waste: round four–THE LEAN MACHINE extra processing waiting inventory Overproduction defects transport motion
    • 12. <ul><li>Examples of waste: </li></ul><ul><li>Defects-errors that cause rework </li></ul><ul><li>Motion-searching for supplies </li></ul><ul><li>Waiting-excessive approval and signature requirements </li></ul><ul><li>Transport-outdated email distribution lists </li></ul><ul><li>Involve employees-the goal is to cut waste, not workforce </li></ul><ul><li>Mapping processes first ensures that cuts you make are the right ones </li></ul><ul><li>Plan for what to do with the savings-dollars and time </li></ul><ul><li>Employees have more time? Involve them in a customer loyalty campaign. </li></ul>ROUND FOUR ACTION ITEM : Schedule a weekend fast—look for waste in the process maps you developed for round three and eliminate it. Time spent in meetings, time spent handling complaints and unresolved employee performance issues are examples of waste. THE COST IS ALMOST CERTAINLY HIGHER THAN YOU THINK.
    • 13. <ul><li>10-step process requiring 2-3 business days (10 minutes actual handling time) </li></ul><ul><li>Process occurred 350-500 times per day </li></ul><ul><li>Batch process only way possible </li></ul><ul><li>Production = 35-50 per staff per day </li></ul><ul><li>8 staff, OT, under-performing against standards </li></ul>Process Before Improvement inefficient & expensive
    • 14. <ul><li>One-step process </li></ul><ul><li>98% accuracy </li></ul><ul><li>3-days reduced to < 60 seconds </li></ul><ul><li>Production increased to >350 per staff per day </li></ul>Most of new, excess capacity (7 employees) were moved into another department to expand services. All service benchmarks exceeded Process After Improvement annual productivity gain of $300k Return-on-Investment Average Hourly Wage of Employees Involved in Process Steps $20.00 enter average Estimated % Productivity Gain Resulting from Process Improvement 90.00% enter estimate Productivity Gain per Hour ($) $18.00 Hours per Year 2080 Productivity Gain per Year $37440.00 Number of Employees Involved in Process Steps 8 enter number of employees Total Productivity Gain (ROI) per Year $300,000
    • 15. round five–DON’T BACK DOWN-INNOVATE! Great champions have mastered the fundamentals and continuously innovate to surprise their opponents.   practice makes perfect How = process modeling Innovation produces new products, services, supplier arrangements and information. Innovation creates new markets.
    • 16. <ul><li>Send employees to similar organizations to spark ideas </li></ul><ul><li>Talk to your customers </li></ul><ul><li>Simulate before implementing to validate assumptions </li></ul><ul><li>Use pilot projects or prototypes to validate assumptions </li></ul><ul><li>Model your sales process </li></ul><ul><li>  </li></ul>ROUND FOUR ACTION ITEM : Ask what problem you can solve better for your customer
    • 17. round six–GETTING THE RESULTS YOU WANT <ul><li>Establish key performance indicators for the company, the department/function and the person (3 levels) </li></ul><ul><li>Determine your baseline (where we are today), your benchmarks (where the industry is) and your targets (where we want to be) </li></ul><ul><li>Measure only what matters. Develop a Dashboard of Business Intelligence. </li></ul><ul><li>Publish results internally on a regular and frequent basis. </li></ul><ul><li>Tell your customers how great you are. </li></ul>S pecific M easurable A ttainable R ealistic T imely check the dashboard! GOALS SET
    • 18. <ul><li>Good KPIs are clearly linked to strategic goals, are actionable and will make a difference in improving business. </li></ul><ul><li>Ensure employees understand how their performance links to company goals. </li></ul><ul><li>Establish a dashboard—this can be a simple excel sheet—that shows you and your employees the status of KPIs all the time. </li></ul>ROUND SIX ACTION ITEM : Review or establish Key Performance Indicators (KPIs) and set SMART goals Greatness in the ring requires strength, intelligence and speed. What condition is your business in? Can you be more fit, agile, flexible, and resilient?   Assess your enterprise honestly and create a training plan to improve its fitness. Preparation = relentless practice of fundamentals + innovation that will keep opponents on their heels and against the ropes.
    • 19. round seven - FOLLOWTHROUGH Great teams and great fighters assess and address vulnerabilities   <ul><li>THE FOLLOWTHROUGH </li></ul><ul><li>The team cannot tolerate underperformance. </li></ul><ul><li>Give everyone the benefit of training, supervision, data, feedback. </li></ul><ul><li>Metrics are a language everyone can understand </li></ul><ul><li>  THE PUNCH </li></ul><ul><li>Identify Metrics (KPIs) </li></ul><ul><li>People are trained </li></ul><ul><li>Performance data shared </li></ul>
    • 20. <ul><li>Efficacy demands follow-through </li></ul><ul><li>Act on the information your dashboard (performance indicators) is giving you </li></ul><ul><li>Do what must be done to ensure you are &quot;on the bus&quot; with only the &quot;right people&quot; in the &quot;right seats“. </li></ul><ul><li>If an individual is not performing well, try moving them to a different seat on your bus. </li></ul><ul><li>If you need to make tough decisions, make sure they are well informed. </li></ul>ROUND SEVEN ACTION ITEM : Ask yourself the question: in the work environment do I say what I mean and do what I say? Greatness in the ring requires strength, intelligence and speed. What condition is your business in? Can you be more fit, agile, flexible, and resilient?   Assess your enterprise honestly and create a training plan to improve its fitness. Preparation = relentless practice of fundamentals + innovation that will keep opponents on their heels and against the ropes.
    • 21. round eight–FANCY FOOTWORK <ul><li>Market opportunities </li></ul><ul><li>Prospective customers </li></ul><ul><li>Rewarding alliances </li></ul><ul><li>Business integration </li></ul><ul><li>Referrals and leads </li></ul><ul><li>Sales opportunities </li></ul><ul><li>Competitors </li></ul><ul><li>Risks </li></ul>Agility demands awareness of internal and external threats and opportunities <ul><li>Strategy </li></ul><ul><li>Core strengths </li></ul><ul><li>Operational weaknesses </li></ul><ul><li>Defects </li></ul><ul><li>Underperformance </li></ul>
    • 22. <ul><li>Hone your peripheral vision by talking to your customers: </li></ul><ul><li>“ Who are your main customers?” </li></ul><ul><li>“ What would you be doing differently if you were running this company?” </li></ul><ul><li>“ Where could we improve?” </li></ul><ul><li>“ Why do you do business with X?” </li></ul><ul><li>“ How can we help you solve that problem instead?” </li></ul>ROUND EIGHT ACTION ITEM : Practice agility Greatness in the ring requires strength, intelligence and speed. What condition is your business in? Can you be more fit, agile, flexible, and resilient?   Assess your enterprise honestly and create a training plan to improve its fitness. Preparation = relentless practice of fundamentals + innovation that will keep opponents on their heels and against the ropes. <ul><li>Develop a customer loyalty Process </li></ul><ul><li>Develop a customer referral Process </li></ul><ul><li>Model your sales process and adapt it to the new information </li></ul>Customer priorities have changed. Make sure you are responding to new customer expectations!
    • 23. round nine–THE PROMOTER <ul><li>  </li></ul><ul><li>Confidently promote yourself. </li></ul><ul><li>Market using new channels. </li></ul><ul><li>Brand your story and be your brand. </li></ul><ul><li>Start a &quot;we are always selling&quot; campaign </li></ul>&quot;I am the greatest!&quot; - Muhammad Ali Great fighters have excellent promoters and high confidence Can you describe your marketing, branding, prospecting, and selling processes today?  
    • 24. <ul><li>Use the model to refine your marketing process </li></ul><ul><li>Create incentives! </li></ul><ul><li>Reward people with $ </li></ul><ul><li>Join the marketplace of the 21 st century (facebook, linkedin, myspace) </li></ul>ROUND NINE ACTION ITEM : Model and evaluate your marketing process Greatness in the ring requires strength, intelligence and speed. What condition is your business in? Can you be more fit, agile, flexible, and resilient?   Assess your enterprise honestly and create a training plan to improve its fitness. Preparation = relentless practice of fundamentals + innovation that will keep opponents on their heels and against the ropes. Your competitors may be cutting their marketing budget. THAT MAKES YOUR EFFORTS ALL THE MORE PRODUCTIVE
    • 25. round ten–NEW RULES &quot;what would happen if we didn't do it that way any longer?&quot; &quot;What if they were a partner instead of a competitor?“ “ What if they were a customer instead of a supplier?&quot; &quot;What would it take for us to do business over there?“ &quot;How could we do that in half the time and consume 50% fewer resources in the process?&quot;   Challenge &quot;old” rules, Myths and assumptions.  
    • 26. <ul><li>Times have changed and with it the old rules have been bent or broken. </li></ul><ul><li>It is time to challenge some of your own business rules and assumptions. </li></ul>ROUND TEN ACTION ITEM : Play “What if…?” Greatness in the ring requires strength, intelligence and speed. What condition is your business in? Can you be more fit, agile, flexible, and resilient?   Assess your enterprise honestly and create a training plan to improve its fitness. Preparation = relentless practice of fundamentals + innovation that will keep opponents on their heels and against the ropes.
    • 27. round eleven-Female Fighters Unite   The number of women-owned businesses is growing by approximately twice the national average. Women own more than 6.5 million businesses and make up nearly 30 percent of non-farm businesses generating more than $1 trillion in revenue.   Nearly one-third of woman-owned firms operate in the health care and social assistance fields, as well as other services. Women owned 72 percent of all social assistance businesses and just over half of nursing and residential care facilities. Wholesale and retail trade accounted for almost 40 percent of women-owned business revenue.  
    • 28. <ul><li>Process modeling will show you very clearly what it is you do and what you have accomplished. </li></ul><ul><li>It will provide ready-made vocabulary (metrics) to communicate those achievements. </li></ul><ul><li>Enhance the way you support other women in business and honor the unique qualities we bring to the table. </li></ul>ROUND ELEVEN ACTION ITEM : Join a new women’s networking group. Share your accomplishments and ask for what you need. Greatness in the ring requires strength, intelligence and speed. What condition is your business in? Can you be more fit, agile, flexible, and resilient?   Assess your enterprise honestly and create a training plan to improve its fitness. Preparation = relentless practice of fundamentals + innovation that will keep opponents on their heels and against the ropes.
    • 29. round twelve–THE COACH Coaching comes from more than one source
    • 30. round twelve–THE COACH ROUND TWELVE ACTION ITEM : Identify your coaches You have evaluated the fighting ring (market), the opponent, your own condition and some of your core processes Vulnerabilities have shown themselves Enlist the allies you need to address them
    • 31. what we know what we do PROCESS IMPROVEMENT the gap between what we know and what we do is filled with opportunity
    • 32. <ul><li>Document what you do </li></ul><ul><li>Make it better, smarter, faster </li></ul><ul><li>Create and seize every opportunity </li></ul><ul><li>Listen carefully to your coaches </li></ul><ul><li>Eliminate wasteful practices </li></ul><ul><li>Innovate and provide solutions </li></ul><ul><li>Sell and provide unprecedented, enlightened customer service. </li></ul><ul><li>  </li></ul>and on to victory… Read : Good to Great Small Giants Profit from the Core Give your fans what they want!
    • 33. (888) 898-3280 www.kapalign.com Copyright© 2008 Kapalign. All right reserved To Map Your Way Success

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