Outsmarting the Competition,James Champy, Chairman, Consulting Practice, Perot Systems Corporation

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    Outsmarting the Competition,James Champy, Chairman, Consulting Practice, Perot Systems Corporation - Presentation Transcript

    1. OUTSMARTING THE COMPETITION or… There’s Not Much New In Management, But There Is A Lot New In Business Jim Champy
    2. Where Smart Companies Find Opportunity
      • Compete by seeing what others don’t.
      • Compete by thinking outside the bubble.
      • Compete by using all you know.
      • Compete by changing your frame of reference.
      • Compete by doing everything yourself.
      • Compete by tapping the success of others.
      • Compete by creating order out of chaos.
      • Compete by simplifying complexity.
    3. The Flavor or Leadership in Smart Companies
      • Leaders are inspired and engage others in their inspiration. The engagement goes deep into the organization. (Under Armour and Smith & Wesson)
      • Leaders are open, transparent, and vulnerable – prepared to be proven wrong and ready to change course. (Sonicbids)
      • Leaders sense no risk – there is a “just-do-it” sensibility.
      • What it does: Provides access to a global community of over 120,000 performers.
      • What it saw: A global love for music, but an inability to globally access performers; a “cottage” industry that could be transformed.
      • How it operates:
        • Performers register with their portfolios
        • Customers subscribe to the service
        • Services are booked over the Internet
      • What it does: Provides non-critical, clinical care from a storefront facility.
      • What it saw: Most healthcare providers have focused on diagnosis and treatment. Minute Clinic’s founders saw the opportunity to change how healthcare is delivered.
      • How it operates:
        • A retailer mentality
        • Staffed by nurse practitioners
        • Enabled by information technology
        • Open 7 days a week
        • Patients are seen in ten to fifteen minutes
        • Complements the healthcare system
      • What it does: Manufactures pistols and revolvers.
      • What it saw: The value of its brand and the need to return to operating basics.
      • How it operates:
        • Utilizes continuous improvement techniques
        • Adopts state-of-the art manufacturing processes
        • Maintains a strong focus on product quality
        • Builds brand loyalty
        • Leverages its brand awareness to expand product segments
      • What it does: Publishes, packages, and distributes photographs in various forms. Growing at 50% a year.
      • What it saw: Shutterfly’s competitors see themselves as photo finishers. Shutterfly thinks of itself as a social expression and personal publishing service.
      • How it operates:
        • Provides dozens of ways for customers to use and share their photos
        • Easy-to-use Internet site
        • Superior customer service
        • Vertically integrated capability
      • What it does: Designs and manufactures handling equipment for high- risk environments (e.g., nuclear waste).
      • What it saw: An underserved market that attracted little interest.
      • How it operates:
        • A fully integrated manufacturing capability
        • A willingness to solve tough delivery problems
        • A commitment to the safety of its customers (e.g., cleaning oil tanks)
        • Zero employee attrition!!
      • What it does: Designs and manufactures decorations to fill the holes in Crocs.
      • What it saw: A fashion phenomena in which people could actively participate, customize, and enjoy.
      • How it operates:
        • Constant flow of new releases
        • 1,100 products now available
        • Expanded to other “charms”
      • What is does: Provides access to 8 million parts and accessories for more than 560 brands covering consumer electronics, major appliances, wireless devices, and outdoor power equipment.
      • What it saw: The complexity of the electronics industry and the futility of finding a replacement part.
      • How it operates:
        • Rationalized the cataloging process in a chaotic market
        • Provides services through major retail channels – and directly to consumers
        • An internet-based service, complemented by a competent, high-touch service center
      • What it does: Provides customized, pre-packaged supplements and medications for horses.
      • What it saw: Most barn operations fail to manage the complexity of providing a horse with multiple supplements and medications on a daily basis. The potency of supplements and medications were also being reduced.
      • How it operates:
        • Delivers a 30-day supply of supplements and medications customized for each horse
        • Substances are contained in a single plastic container for each day, clearly marked with the horse’s name
        • Works with suppliers to achieve efficiencies and bulk discounts
        • Provides a high-level of customer service
    4. What I liked about…
      • Sonicbids : Inventing a new business to tap a 13 billion dollar market / organizes the marketplace
      • Minute Clinic : Challenges an industry’s sacred cows
      • Smith & Wesson : The application of management basics and fundamental skills / the inspiration of a brand revival / engagement of all it’s people
      • Shutterfly : A simple shift in lense / perspective opens broad opportunity
      • S.A. Robotics : A tightly integrated design and delivery process creates higher value for the customer
    5. What I liked about… (cont’d)
      • Jibbitz : A quirky idea is elevated to a real business
      • Partsearch : The ambition to solve a real hairy problem and the persistence to do it
      • Smartpak : How a personal (but shared need) is turned into a business
      • (There is no single business formula!)
    6. How Smart Companies Behave
      • Ambition matters
      • Intuition reigns
      • Focus prevails
      • Customers rule
      • Calm enables
      • Innovation lives
      • Culture drives
      • Everyone plays
    7. From Reengineering to OUTSMART
      • Next to ENGAGE ,
        • - Under Armour
        • - Honest Tea
        • - Big Green Egg
      • INSPIRE ,
      • and DELIVER

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