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Limits on change presentation tri-fold final


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Limits on change presentation tri-fold final

  1. 1. ‘Scrape the Barnacles’ Actions Examples of practical incremental change which WILL yield significant results WWW.SALESLABDC.COM/LEADERSHIP Sales: Scrap most recap reports Other Presentations Mandatory Weekly Status Mtgs - Review goals from prior week WWW.SALESLABDC.COM/RESOURCES - What accomplished & why - What missed & why More on - Market insights - Goals for coming week Leadership, Sales, and Operations Limits on Management/Admin/Acctg/Etc.: Change? Scrap 25% - 50% of interim reports - add back only ones most requested Dashboard – Real-time, on-line The ■Cash ■Hours/Payroll$ ■Sales $ ■A/R $ ■Productive % ■Sales Vol Hull Speed ■A/P $ ■Agg Vacation ■Cost/Sale ■Net Revenue Lesson Training on programs & systems Critical mtgs:F2F; Info only:PCMtg Production: Training on equipment Have Doers write down how they do things and where THEY need changes PM all equipment/backup computers Jack Gates JACK.GATES@SALESLABDC.COM Completing today’s presentation Please comment with the best thing you have learned from this presentation at Thank you!
  2. 2. Limits on Change? Hull Speed Hull Speed & Change Is there an effectiveness limit to the Boat designers can calculate the Same is true with organizational change! changes we can make in an organization maximum speed a hull can travel to seek improved results? We may think Incremental change is cumulative and through the water; this speed is governed that change is hampered only by the eventually becomes ineffective or by the laws of physics. Here’s how: boundaries of innovation and creativity - destructive. but that's not the case. An organization Hull displaces water (hole in water) e.g., Reduced production staffing = can get to a point where the incremental reduced volume; sales can only deliver change will have virtually no effect at Bow pushes water aside (bow wave) based on the organization’s reduced all. To better understand why, let’s talk After ‘hole in water’ passes, water production capacity - to flex to old about change in an organization. rushes back in (stern wave/wake) levels requires modification/ Why Change? restructuring (subcontracting) at reduced Max speed reached when both waves margins ▲ Pain converge ▲ Competition ▲ Decrease in Volume (sales) EXERCISE: ▲ Decline in Revenue Once it reaches max hull speed the boat From your experience, what examples ▲ New Technology can not go faster – the bow & stern do you have about ‘Hull Speed’ of ▲ Shift in Market waves are actually ‘gripping’ the hull change? and holding it in the water (this is why a How Change? boat stays on the side of a whirlpool & ▲ More advertising does not fall in) - - no amount of power ▲ Redesign product or service or sail can increase its speed ▲ Sales push ▲ New Staff (industry hot shot) Can’t increase speed unless modify ▲ Cut prices hull which results in trade-offs ▲ Cut expenses Any Observable Trends???? Implicit Assumptions on Change Smaller/lighter hull (less displacement) >> less cargo capacity EXERCISE: ◘ Reduced organization can do same work with fewer staff & resources Split hull (catamaran) two smaller On the above examples, what changes ◘ Institutional knowledge remains hulls >> less stability (not major mods/restructure) could give accessible more traction for changes? Raise hull out of water ◘ Remaining workers have required skill (hydrofoil) >> less cargo, stability, & training AND can absorb the work maneuverability ◘ Existing process & procedure will continue to function efficiently ◘ Status Quo – except for headcount This work is licensed under the Creative Commons Attribution-Noncommercial 3.0 United States License.