SMART EXECUTIVE (Inspirational Micro-course)

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+ ZaleTabakman 2 years ago
Its Interesting what you wrote about Positive Mental Attitude.

I asked my LinkedIn network there feelings about Poisitive Mental Attitude and the effects it had,

They gave me 22 ideas and reasons why it works.

You can see it at

http://www.zaletabakman.ca/2008/02/13/22-case-studies-in-...

Take care

Zale

http://www.LinkedIn.com/in/ZaleTabakman <- An invite to me will add 1,600,000 people to your linkedin network

http://www.ZaleTabakman.ca

Leaders Attributes Defined Leadership attributes are the inner or personal qualities that constitute effective leadership. These attributes include a large array of characteristics such as values, character, motives, habits, traits, competencies, motives, style, behaviors, and skills. Three Categories of Leadership Attributes The ARE-KNOW-DO Model Who leaders ARE: character and personality, values, motives, abilities, traits, commitment, honesty, courage, imagination. What leaders KNOW: competencies (knowing yourself and others, leadership theory, professional knowledge) and skills (people skills, leadership skills, professional skills) What leaders DO: habits, behaviors, styles, leading by example Key Elements of Leadership Attributes Most of the leadership attributes cluster into four overarching categories of what you need to be, know, and do: 1. Demonstrate personal character 2. Set directions 3. Mobilize individual commitment, and 4. Engender organizational capability. Pitfalls of the Leadership Attributes Model Though leadership attributes models, in particular the ARE-DO-KNOW approach, received enormous attention in the past, they have a number of pitfalls. In particular, they reduce leadership improvement to development of leader's attributes only. Results are not emphasized. “ Leaders exhibiting attributes without results have ideas without substance. They teach what they have not learned. They can talk a good scenario and even act on sound general principles, but they fail to deliver. These means – attributes – have become their end. Often popular because of their charm or charisma, they are not long remembered because their leadership depended more on who they are and how they behave than on what they accomplish.” ( "Results-Based Leadership , " Dave Ulrich, Jack Zenger, and Norm Smallwood )

Two Components of Sustainable Growth Strategy Sustainable business growth strategy is a practical approach to achieving top-line growth and bottom-line results. The two main sources of sustainable competitive advantage are: Continuous Improvement Culture: continuous effort to improve organizational climate and productivity of the core business in response to continuous changes in the marketplace. Durable Corporate Venture Strategy: internal investment in innovation and new product/service development, new business creation, and external venture investing in new technologies and emerging markets. Improvement Strategies versus Venture Strategies Improving Processes : Addressing the ever-changing needs of current customers and keeping cash flow healthy. Cost-cutting efforts can build your bottom line. Radical Innovation: It is radical innovation and new game changing breakthroughs that will launch your company into new markets, make you a market leader, enable rapid growth, and create high return on investment. Continuous Change as a Norm Companies, like any living organism, must become learning organizations that change and adapt to suit their changing environment. “If you don't practice the change management that looks after the future, the future will not look after you,” says Bill Gates. "The tendency for successful companies to fail to innovate is just that: a tendency. If you're too focused on your current business, it's hard to look ahead.“ Two Types of Change in the Marketplace 1. Organic , or continuous, change 2. Radical , or discontinuous, change driven by radical innovation

Achieving Strategy through Balancing Competing Values The primary goal of any business is to increase stakeholder value. It is achieved through a dynamic balancing of competing values. In order for a business to maximize economic value, it must balance customer satisfaction and competitive market forces with internal cost and growth consideration. What is Business Systems Approach? A business is more than finance. Organizations prosper by achieving strategy that is implemented as a result of continuous decision-making at all levels of the business. Performance measures need to be aligned with the organization's strategy. The Business Systems approach considers business as system of interrelated factors of strategy, owners, investors, management, workers, finance, processes, products, suppliers, customers, and competitors. Balancing the Four Perspectives Firms implement strategy through balancing the four major factors or perspectives: Financial perspective: To succeed financially, how should we look to our shareholders? Customer perspective: To achieve our vision, how should we appear to our customers? Internal business process perspective: To satisfy our shareholders and customers, what business processes must we excel at? Learning, innovation, and growth perspective: To achieve our vision, how will we sustain our ability to create value and improve? The four perspectives permit a balance between short-term and long-term objectives, between outcomes desired and the performance drivers of those outcomes, and between hard objective measures and soft subjective measures. For each of the above four questions, provide answers in terms of: Objectives Measures Targets, and Initiatives

Why Business Architect? In today's knowledge- and innovation-driven complex economy, business architects are in growing demand. They are cross-functionally excellent people who can tie several silos of business development expertise together, create synergies, design winning business model and a balanced business system and then lead people who will put their plans into action. Business Architect Defined Business architect is a person that initiates new business ventures or leads business innovation, designs a winning business model, and builds a sustainable balanced business system for a lasting success. Business architects can be found in a multitude of business settings: corporate change leaders, initiators of joint ventures, managers of radical innovation projects, in-company ventures, spin-outs, or new start-up ventures. Although the settings in which business architects act are different, they all design and run a new venture to achieve its sustainable growth. Integrated Approach to the Management Process The integrated business systems approach to business development and the management process is what distinguishes modern cross-functionally excellent business architects from functional managers. As a business architect and an extremely effective leader, you must have a broad view to be able to link together – synergistically! – the key components of corporate success – from functional planning to cross-functional cooperation, from supply chain management to customer value creation, from the art of continuous learning to the practice of effective communication and influencing people – and bundle them in an intellectual, innovative and pragmatic package that can be used to achieve sustainable competitive advantage and business growth, both top-line and bottom-line. Inclusive Approach At the heart of the inclusive approach is the belief that understanding stakeholder needs – the needs of customers, employees, suppliers, shareholders and society, and the environment – and incorporating them into enterprise strategy and sustainable value creation activities are central to the achievement of sustainable growth and competitiveness.

Live the Qualities of Sustainable Growth Business Adapted from Every Business is a Growth Business , Ram Charan and Noel. M. Tichy Believe in and act on the idea that there's no such thing as a mature business Create the corporate mindset of growth, starting from the top and reaching all the way to the bottom. Growth is a mentality created by a company's leadership. It starts with the spark of a new point of view, and it catches fire when everyone buys into what the leaders are teaching and coaching. Focus on balanced growth, the key to prosperity. Sustainable growth requires meticulous attention to the basics: quality, cost structure, product cycle time, asset utilization, investment of capital, value chain and service-profit chain innovation, customer service satisfaction and all other components of operational excellence. Pay attention to both top-line growth and bottom-line results: growth at all costs or growth for its own sake, can be a recipe for disaster; good growth is profitable, sustainable, and capital efficient. Relentless Growth Attitude Establishing an attitude of relentless growth is what enables an organization and its people to achieve their goals. The spirit of relentless growth keeps fresh ideas flowing and reinvigorates your company. It establishes a context within which corporate executives lead by setting direction, creating strategy, securing resources, defining organization architecture, and ensuring that learning occurs. The Growth Attitude should start at the top and work its way down your organization. The Tao of Sustainable Growth Outside-In: look at your business from the outside-in, know your customer, understand customer perceptions as well as needs of all stakeholders, and work towards satisfying them. Inside-Out: create new market niches and customers by inventing new-to-the-world products, mastering radical innovation, venture strategies, competitive strategies and differentiation strategies.

Customer Care As the Mindset of Business Success Customer care is not a technique, it is a mindset. It is a customer-focused corporate mindset and culture that inspires teams to keep creating and delivering extraordinary customer value and thus helps companies acquire new customers, provide superior customer satisfaction, and build customer loyalty. New Definitions of Value Adapted from: Blur , Davis, S. and Meyer, C. In the new rapidly changing economy, the focus must be on the way in which the nature of value is changing, involving new ways to price goods, information and emotion. The implication of these new forms of exchange is a transfer of power from the producer to the customer. There are multitudes of values present in every buyer-seller exchange: economic, informational and emotional. These exchanges increasingly happen so fast that there is no time to translate them into precise monetary terms. Businesses will need to identify these hidden values and think more accurately about their worth before accepting the price proposed. The implications are profound. Companies will need to think in terms of offers, which involve merging products and services to exploit their knowledge to give customers a value-added experience, not just "selling them stuff". New Systems Approach To Marketing and Selling “ Selling, in the old days, was largely and act of personal heroism,” writes Michael Hammer in his book Agenda. “The key to successful selling was knowing the products and the customers. The effective sales rep would present his or her product or service in the best possible light, forge a bond with the buyer, and triumph over the competition.” “ This approach has little to do with the way sales are made in today’s real world. Today's customers don't want products; they demand solutions, and solutions don't come in a box. They must be designed, fashioned to meet the customer's specific needs. Making such sales takes a lot more than personal charisma. Today's selling is SYSTEM SELLING, solution selling, consultative selling; it entails analyzing customer needs, designing alternative solutions, scrutinizing costs, developing and implementing systems, and more. This is not the work of a heroic individual sales rep. Modern selling is a team sport, and a complex one at that. Winning at it takes discipline and structure. Making it up as you go along is a recipe for disaster.”

Jack Welch as a Corporate Change Leader Jack Welch's goal was to make GE "the world's most competitive enterprise." He knew that it would take nothing less than a "revolution" to transform that dream into a reality. The model of business in corporate America in 1980 had not changed in decades. Workers worked, managers managed, and everyone new their place. Forms and approvals and bureaucracy ruled the day. Welch's self-proclaimed revolution meant waging war on GE's old ways of doing things and reinventing the company from top to bottom. Today, GE with its unique learning culture and boundaryless organization is one the most admired company in the world. The techniques and ideas that Welch has employed to move GE forward are applicable to any size corporations, small, medium, or large. Jack: Straight from the Gut In his book 'Jack: Straight from the Gut', Welch is both storyteller and coach, using his exceptional career as the backdrop to share his thoughts on what it takes to be a great leader. Part management text, part page-turner, Jack shows how the man widely regarded as the finest corporate executive of his generation built his business and his reputation. It’s best to be small, no matter how big you are. By slashing unneeded bureaucracy and insisting that GE’s businesses be in the top two positions in their respective fields, Welch instilled an entrepreneurial spirit and a quick- thinking, quick-moving approach to competition and constant improvement. It was a small-company approach to running an enormous, multi-billion-dollar organization, and it worked marvelously. It’s all about people. Jack Welch’s passion was making people GE’s core competency, and he saw to it that the company found and developed great people. Companies must be boundaryless to unlock their potential. Insular thinking results in stale ideas and, consequently, stale organizations. By breaking down the walls and borders that separated various departmental and functional areas at GE, Welch was able to unlock the full creativity of his people, propelling the company forward with fresh, creative approaches to problems. Quality is nothing without efficiency. GE’s Six Sigma initiatives replaced sloganeering quality strategies with ones that brought about measurable results in increased efficiency, reduced defects and satisfied customers.

Innovation – the Key to Success and Survival Leaders of successful, high-growth companies understand that innovation is what drives growth, and innovation is achieved by awesome people with a shared relentless growth attitude and shared passion for problem solving and for turning ideas into realities. Companies that continuously innovate will create and re-invent new markets, products, services, and business models – which leads to more growth. Innovation is founded on your enterprise's ability to recognize market opportunities, your internal capabilities to respond innovatively, and your knowledge base. So, the best thing to do to guarantee growth is to build a sustainable innovation organization around the following components: Vision and strategy for innovation Culture supporting innovation Processes, practices and systems supporting innovation Top management team leading innovation Cross-functional teams mapping innovation road Empowered employees driving innovation. The Secret Formula: Building Innovation Into Your Organization Success depends on both what you do and how you do it. There are specific elements that help you and your company to be more innovative. But it's not a matter of simply following directions. The 'secret formula' is actually not very formulaic. It's blend of culture, methodologies, infrastructure, and work practices. Common Characteristics of Most Innovative Companies Respect for individualism Permission to take risk and freedom to fail Customer-focused and oriented Willing to invest in R&D and innovation Committed to making their people the best High energy level, positive, pro-active, buoyant, "can-do" attitude A confident and respectful attitude that enables innovation to gestate and grow.

Provide strategic alignment. Create an inspiring vision and launch a crusade. Link the innovation strategy with corporate vision, goals, objectives, and strategy. Develop a strategic innovation roadmap to choose and do the right things. Define the innovation process publicly. Help people understand how they fit into the system as a whole. Document your innovation process explicitly via maps and charts, and communicate it implicitly by words and practice. Build cross-functional expertise to harness the power of diversity and discover synergies. Develop cross-functional individuals. Shuffle portfolios. Establish diverse cross-functional innovation teams. Establish a creative chaos environment to inspire creativity and trigger accidental discoveries. Find the right balance between order and chaos. Challenge assumptions. Think outside-the-box. Ask searching questions "Why?" and "What If?" to identify hidden problems and opportunities. Brainstorm every day. Cross-pollinate. Incorporate a wide range of styles, skills, and perspectives. Encourage comments and ideas. Inspire advocates and critics. Invite outsiders – experts, customers, suppliers, partners. Change hats to evaluate ideas. Reward idea generation. People want to know their ideas make a difference. Recognition encourages people to participate and make quality contributions. Experiment to pursue opportunities, acquire new skills, learn from feedback and discover new opportunities. Create prototypes to visualize and test your ideas, inspire new ideas, and sell your ideas to your sponsors and peers. Allow freedom to fail. Failure provides a great learning opportunity and should be viewed as a very lifeblood of success. Learn from failures, regroup, and start again more intelligently. Measure the progress to take a corrective action and accelerate the pace of ideas to implementation. Make business fun to make people excited about what they are doing, working as a team, and tackling new challenges.

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SMART EXECUTIVE (Inspirational Micro-course) - Presentation Transcript

Inspirational micro-course (10 slides) by Vadim Kotelnikov Founder Inspirational Business e-Coach We don’t teach, we inspire! 1000ventures InsBeCo 1000advices success360 fun4biz Smart Executive Smart Leader Business Architect Strategist New Manager Innovation Leader
Inspirational Business e-Coach The World’s #1 Source of Inspiration and Innovation! Enterprises: 3M, ABB, Adidas, Alcatel, Bayer, Boeing, BAT, BP, Canon, Cisco, Corning, GE, HP, Hitachi, Hyundai, IBM, Intel, J&J, Microsoft, Motorola, Nokia, Oracle, Philips, Samsung, Shell, Siemens, Sony Banks: Citicorp, Goldman Sachs, JP Morgan Chase, Standard Chartered Consultants: Deloitte, Ernst & Young, KPMG, McKinsey Customers in 100+ countries Customer segments Enterprises – 43% Consultants – 25% Individuals – 16% Universities – 12% Government – 4% North America 51% Europe 2 1 % Asia-Pacific 2 0 % Africa 5 % South America 3 % Different industry leaders choose InsBeCo Welcome to the world of inspirational micro-courses! We help new business champions grow! InsBeCo
► Winning Organization Smart Company ► Balanced Business System ► Synergized Business Processes ► Competitive Strategies Smart Strategies ► Enterprise Strategies ► Strategic Achievement ► Technology of Achievement Smart Leader ► Character and People Skills ► Leadership Skills ► Results-based Leadership Smart Management ► New Management Model ► 25 Lessons from Jack Welch ► Innovation Strategies Smart Innovation ► Systemic Innovation ► Corporate Innovation System InsBeCo Smart Executive Five Intertwined Areas of Expertise
Leadership Attributes What Effective Leaders Need to Be, Know, and Do Set Directions
- Face reality
- Focus on the future
- See change as an opportunity
Mobilize Individual Commitment
- Direct emotions
- Manage attention
- Share power and authority
- Build collaborative relationships
Build Organizational Capability
- Build infrastructure
- Leverage diversity
- Build teams
- Make change happen
- Design human resource systems
Demonstrate Personal Character
- Live values, lead by example
- Have and create a positive self-image
- Display integrity & learning ability
More information at 1000ventures.com: “ Leadership Attributes ”
Achieving Bottom-Line Results and Top-Line Growth
- VENTURE
- STRATEGIES
- In-company Ventures
- Spinouts
- Venture Investing
- Venture Acquisitions
- EFFICIENCY IMPROVEMENT
- Business Process Management
- Lean Production
- Continuous Improvement / Kaizen
- Quality Management / Six Sigma
Corporate Growth Strategies “ Shun the incremental and go for the leap.“ – Jack Welch © Vadim Kotelnikov More information at : “ Sustainable Growth Strategies ” Evolution + Revolution
Balanced Business System Dynamic Balancing of Your Business Wheel Customer STRATEGY Innovation Finance Processes The primary goal of any business is to increase stakeholder value. It is achieved through a dynamic balancing of competing values. In order for a business to maximize economic value, it must balance customer satisfaction and competitive market forces with internal cost and growth consideration. If your business wheel is unbalanced, it will roll neither far nor fast. More information at 1000ventures.com: “ Balanced Approach to Business Systems ”
Business Architect Developing Innovation System Balancing Business System Synergizing Business Processes Developing Growth Strategies Building a Winning Organization Leading Empowered Employees Cross-functionally Excellent Business Development Expert © Vadim Kotelnikov Business Systems Thinking Business architects are in growing demand. They are cross-functionally excellent people who can:
- tie several silos of business development expertise together
- create synergies
- design a winning business model and a balanced business system
- lead people who will put their plans into action
More information at 1000ventures.com: “ Business Architect ”
Sustainable Growth Strategies © Vadim Kotelnikov IMPROVEMENT STRATEGIES
- Synergistic Organization
- Inclusive Company / 7-S Model
- Corporate Capabilities
- Results-Based Leadership
- Innovation Management System
- Value Chain Management
- Business Process Management
- Systemic Innovation
- Continuous Improvement
VENTURE STRATEGIES
- Disruptive Product Development
- Radical Project Management
- In-company Ventures
- Spinouts
- Cooperative Research & Design
- Strategy Innovation
- Opportunity-driven Growth
- Venture Investing / Acquisitions
- Joint Ventures
- Balanced Business System
- Managing Change & Moving with Speed
- Competitive and Differentiation Strategies
VISION Sustainable Competitive Advantage InsBeCo
MARKETING GROWING TOGETHER RETAINING SELLING © Vadim Kotelnikov Customer Success 360 Creating, Winning, and Retaining Customers
- Customer Intimacy
- Service-Profit Chain
- Value Innovation
- Listening
- Observing
- Creating Value
- Branding
- Differentiating
- Communicating
- Influencing
Customer Care InsBeCo
- Customer Service
- Customer Relationships
- Customer Satisfaction
- Customer Value Proposition
- Differentiating
- Marketing Strategies
- Relationship Selling
- Persuading People
- Closing the Deal
Management by Leadership 25 Lessons from Jack Welch LEAD MORE, MANAGE LESS
- Lead
- Manage less
- Articulate your vision
- Simplify
- Get less formal
BUILD A WINNING ORGANIZATION
- Get rid of bureaucracy
- Eliminate boundaries
- Put values first
- Cultivate leaders
- Create learning culture
HARNESS YOUR PEOPLE
- Involve everyone
- Make everybody a team player
- Stretch
- Instill confidence
- Make business fun
BUILD THE MARKET-LEADING COMPANY
- Live speed
- Behave like a small company
- Energize others
- Face reality
- See change as an opportunity
- Get good ideas from everywhere
- Follow up
- Be number 1 or number 2
- Live quality
- Constantly focus on innovation
More information at 1000ventures.com: “ 25 Lessons from Jack Welch ” Best practices
Culture inspiring and supporting innovation Vision & strategy for innovation Processes, practices, and systems supporting innovation Ecosystem Cross-functional teams mapping innovation road Empowered employees driving innovation Top management team leading innovation People © Vadim Kotelnikov Innovation-friendly Organization 3+3 Components InsBeCo
Innovation Jazz 11 Practice Tips © Vadim Kotelnikov
- Provide strategic alignment
- Define the innovation process publicly
- Build cross-functional expertise
- Establish a creative chaos environment
- Challenge assumptions
- Cross-pollinate
- Reward idea generation
- Experiment
- Allow freedom to fail
- Measure the progress
- Make business fun
More information at 1000ventures.com: “ Innovation Jazz ”
Smart Executive Inspirational Micro-course 1000ventures InsBeCo 1000advices success360 fun4biz InsBeCo Thank You! Vadim Kotelnikov We don’t teach, we inspire! Would you like to discover more? Click here!