ANCORA workbook


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ANCORA workbook

  2. 2. Achieving Business Excellence WHEN MOST PEOPLE THINK OF STRATEGY THEY THINK OF: S.W.O.T. Analysis Business Scope Competitive Positioning Matrix M.E.C.E. 5 Forces / 5 Factors Value Chain Analysis Business Attractiveness / Business Strengths Key Result Areas Strategic Thrusts Business Initiatives Management by Objective But the items on this list are actually elements of Strategic Planning. It is important to realize that the planning part is simply a process, and that without putting superior thinking and strategies into the process you will yield a very well written, but unsustainable plan. The key here is: only with quality inputs can you get superior outputs. The Five Foundations of Strategy THE 4 I’S 1. 2. 3. 4. THE 4 A’S 5. 2
  3. 3. Achieving Business Excellence ORGANIZATIONAL EFFECTIVENESS AUDIT Answer the following questions as honestly as possible using this 1-10 point scale: 1 = Strongly Disagree 3 = Disagree Somewhat 5 = Not Sure 7 = Agree Somewhat 10 = Strongly Agree 1. We have a clear and detailed vision for the direction of our company that is very well communicated throughout the entire organization: ________ 2. Every employee has clear / quantifiable / observable performance objectives: ________ 3. There is a high level of very open and honest communication throughout the organization: ________ 4. I have a high level of trust in the skills, abilities, and integrity of my co-workers: ________ 5. There is a high sense of urgency within the organization to get things done: ________ 6. We have only the best, highly competent people in all areas of the organization: ________ 7. We focus very intently on the needs of our customers: ________ 8. There is no politics, rumor-mongering or finger-pointing within our organization: ________ 9. Our key leaders operate as a highly-effective team: ________ 10. There is a high level of both personal and mutual accountability within the organization: _______ 11. People display a positive, enthusiastic attitude throughout the organization: _______ 12. We are superb at collecting and using feedback from our customers: _______ 13. Our organization displays great discipline in pursuing our focused business objectives: _______ 14. I am very pleased with where our organization is in the marketplace today: _______ 3
  4. 4. Achieving Business Excellence MICROSOFT CHARLIE TROTTER The Top 5% Hire Only the Best Bet the Company Teamwork Require Failure Communication Managers are Qualified Perform, Perform, Perform Highest Standards Shrimps vs. Weenies Innovation Espirit De Corps Truly Delight Customers Stop the Insanity Based on: ― Lesson on Excellence from Based on: ― The 12 Simple Secrets of Charlie Trotter‖ by Clarke Microsoft management‖ by Thielen **** For the rest of the workshops here is how to score yourself and your company **** 1 to 2 = very poor 3 to 4= mediocre 5 to 6= good 7 to 8 = superior 9 to 10 = world class WHAT THE BEST CEO’S KNOW: KEY LESSONS FROM THE TOP 7 CEO’S IN AMERICA (Grove, Dell, Gerstner, Welch, Kellerher, Walton, Gates) 1. We have an ―Outside-In‖ perspective and place the customer at the center of the business ______ 2. The majority of our people are committed and passionate about working in our company ______ 3. We have a strong corporate culture that supports our people and focuses on our customers ______ 4. We are highly innovative at creating ―next generation‖ products, processes, or solutions ______ 5. We study best practices and implement the best ideas, regardless of their origin ______ Based on: ― What the Best COE’ Know‖ by Krames 4
  5. 5. Achieving Business Excellence 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 (1% better every day) 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. From a new study of 25 top companies that are renowned for being number one at what they do: GE, Dell, Toyota, Nordstrom's, Wal-Mart, Starbucks, Southwest Airlines, IBM, P&G, Whole Foods, Ritz Carlton, Intel… THEY UNDERSTAND THAT RESULTS RULE! SCORE YOURSELF ON THE 1-10 SCALE Tell themselves the truth and value candor and honesty _____ Pursue the best over the easiest in every situation _____ Leverage the power or partnerships both internally and externally _____ Focus the energy to make the main things the main thing _____ Show the courage of accountability _____ Learn, grow and improve every single day _____ Based on: ‖Results Rule! ― by Pennington 5
  6. 6. Achieving Business Excellence THE IBM 16 BILLION DOLLAR STRATEGY 1. Collaborative Partnerships with Customers 2. Drive Unique Value and Growth through Innovation 3. Invest in People 4. Leverage Talent and Knowledge through Communication and Trust THE 4 C’S OF TRUST High Low High C+R+I SO 6
  7. 7. Achieving Business Excellence IS YOUR COMPANY UP TO SPEED? ADAPTED FROM FAST COMPANY MAGAZINE Score your company from 1 to 10: 1 = Strongly Disagree 3 = Disagree Somewhat 5 = Not Sure 7 = Agree Somewhat 10 = Strongly Agree WE HAVE A STRONG EMOTIONAL BOND WITH OUR CUSTOMERS: ________ Competing strictly on price, quality, and features is the road that most companies travel—and it is the road to disaster. In a world of overcapacity, endless choice, and savvy buyers—there will always be some company that can do it a little faster, a little cheaper, or a little better than you can. Companies that prosper over the long haul don’t just offer good deals, they exude genuine affection and concern for their customers. They build strong, customer intimate relationships as trusted advisors and true business partners. WE HAVE A UNIQUE STRATEGY THAT CLEARLY STANDS OUT: ________ You can’t do great things if you are satisfied doing things just ―a little better‖ than your rivals. If you want to win big, you have to think differently. You must pursue strategic ideas that challenge the status quo in the industry. You must create a position that is unique, highly valuable in the marketplace, and defendable from your competition. OUR ORGANIZATION IS A FUN PLACE TO WORK— AND A FUN ORGANIZATION TO DO BUSINESS WITH: ________ The most productive companies have an atmosphere of fun and excitement that permeates their entire culture. This does not mean people sit around and play video games and tell jokes all day long, it simply means that people smile and have fun while at work. They enjoy their work and the people they work with—and especially serving their customers. WE ARE BUILT TO CHANGE: ________ The only certainty in business today is that some crucial elements of your strategy, the competitive landscape, your customer’s expectations, the underlying economics of your industry will be different tomorrow. That is why change itself has become a core capability in organizations that prosper over the long run. Companies that succeed—embrace, even revel in change. 7
  8. 8. Achieving Business Excellence WE STRONGLY EMBRACE THE VALUE OF VALUES: ________ Today, more than ever, customers don't just ask ―What products do you make?‖ or ―What services do you offer?‖ they also ask ―What values does your company stand for?‖ The company with the clearest sense of purpose, bolstered by honesty and integrity wins. WE ARE AS DISCIPLINED AS WE ARE CREATIVE: ________ (AND AS CREATIVE AS WE ARE DISCIPLINED) Creating long-term value means delivering short-term results—every quarter, every week, every day. There is no contradiction between creativity and execution. The most innovative companies tend to be the most disciplined when it comes to making their numbers. Think outside the box, but build a strong box to stand on while doing it. WE USE TECHNOLOGY TO CHANGE EXPECTATIONS AND RESHAPE OUR BUSINESS: ________ Every business is a technology business. Regardless of your product, service or industry—every company that hopes to survive, let alone win, must embrace technology as a fundamental driver of their business strategy. Fundamental values and core business excellence is powered by relevant (to the customer) technology. WE ARE BUILT FOR SPEED: ________ Being fast does not mean reckless. But fast companies do understand the cost of hesitation and delay—whether responding to a customer’s complaint or launching a new product. Successful companies know that time is as valuable a resource as money or talent and treat it accordingly. WE HAVE BUILT A COMPANY OF LEADERS: ________ There is much more to leadership than the vision and charisma of the CEO. The most effective form of leadership is grassroots leadership; the companies with the most confident and committed leaders, in all levels of the organization, are companies that win. 8
  9. 9. Achieving Business Excellence GOOD TO GREAT HEDGEHOG CONCEPT Level Five Leadership First Who… then What Confront the Brutal Facts Culture of Discipline Technology Accelerators Flywheel—Doom Loop Based on: ― Good to Great‖ by Collins From a twice weekly survey for five years of 2,000+ senior managers and executives at: IBM Microsoft Motorola GE CIGNA Ikon Morgan Stanley Heineken American Express Merck Master Card Progressive Insurance 3M Fidelity Investments Bank of America AT&T SAP Borders Books Keys to Effective Management Communicate Clearly—internally and externally _____ Force the Hard Decisions — core values drive fast, effective decision making _____ Focus Relentlessly on Key Results —- outcomes not effort _____ Remain Flexible to Change — be agile and adaptable _____ Prove Your Value to the Customer — every day, in every interaction _____ Force Collaboration — teamwork is mandatory, not optional _____ Rigorous but Not Ruthless — set high standards and hold people accountable _____ Based on: ― Tough Management‖ by Martin 9
  10. 10. Achieving Business Excellence THE 4 + 2 FORMULA The Four Primary Management Practices 1 = Not at all 3 = Poor 5 = Fair 7 = Good 10 = Superior /Excellent 1. Strategy: Devise and maintain a clearly stated, focused strategy: ________ Whatever your strategy, it will only work if it is sharply defined, clearly communicated, and well understood by employees, customers, partners, and investors. 2. Execution: Develop and maintain flawless operational execution: ________ You might not always delight every customer, but make sure that you never disappoint them. Winners consistently meet the expectations of their customers by delivering on their value proposition. Bad quality surely will hurt. 3. Culture: Develop and maintain a performance-oriented culture: ________ One of the best indicators of being performance-oriented is the way you deal with your own poor performers. It is easy to reward good performers. What matters is whether you have the courage to get rid of poor performers. 4. Structure: Build and maintain a fast, flexible, flat organization: ________ What really counts is whether structure reduces bureaucracy and simplifies work. Simpler and faster - such are the best goals for all organizations. The Four Secondary Management Practices 1. Talent: Hold on to talented employees and find more: ________ Winning organizations pay great attention to finding, growing, developing, and rewarding very talented people. 2. Leadership: Key leaders are truly committed to the business: ________ The research data clearly showed that the leadership effectiveness of the top executives, on average, influenced 15% of the variance in corporate performance, for better or for worse. 3. Innovation: Make innovations that are industry transforming: ________ Agile companies that were highly innovative and able to anticipate rather than react to disruptive events in the marketplace, were always the winner. 4. Mergers and Partnerships: Make growth happen with mergers, alliances, and partnerships: _________ Internally generated growth is essential, but companies that can also master mergers and partnerships are much more likely to be winners. Based on: ― What (Really) Works‖ by Joyce 10
  11. 11. Achieving Business Excellence WHY IS IT SO IMPORTANT TO DELIVER SUPERIOR CUSTOMER SERVICE? It is a proven business fact: The combination of quality products and services, with very high levels of customer satisfaction — directly drives significantly higher profitability. In other words, it should be spelled Customer $ervice — with a big capital $. What this chart shows: Financial According to this massive research study, by Performance going from an average of ―Somewhat Agree‖ to ―Agree‖ on the Quality and Customer Relationship scores (in the eyes of the CR=104.12 staff) the average company would more than double (104%) its financial performance! T Highest Quality Products / Services As another example: & N Excellent If you improve the average rating on Customer Relationships Employee Satisfaction by 10 –15% (again going from ―Somewhat Agree‖ to L ―Agree‖) it will cause a 42% improvement in CR= .404 financial performance, including both profitability and growth. Employee CR=.277 Satisfaction CR=.275 CR=.249 CR=.334 CR=.280 Empowerment Coaching High Standards CR=.285 CR=.371 CR=.365 CR=.191 CR=.247 Long-term Enthusiasm, Training & Fair Orientation Commitment, Development Compensation Respect CR = Causal Relationship Based on: ― Practice What You Preach‖ by Maister 11
  12. 12. Achieving Business Excellence HERE IS THE LIST OF THE TOP FACTORS THAT DROVE THESE COMPANIES TO BRING IN FINANCIAL RETURNS THAT WERE OFTEN 20 TIMES LARGER THAN THEIR COMPETITORS... 1 = Strongly Disagree 3 = Disagree Somewhat 5= Not Sure 7= Agree Somewhat 10 = Strongly Agree We have an uncompromising determination to achieve excellence in everything we do: ________ We have a real commitment to high-quality work, and tolerate nothing less: ________ We have a real commitment to high levels of customer service, and tolerate nothing else: ________ In this company we set and enforce very high standards for performance: ________ Management gets the best work out of everybody in the company: ________ The quality of the work performed by our group is consistently high: ________ We keep customers informed on issues affecting their business: ________ We make our customers feel as though they are very important to us: ________ Customer satisfaction is a top priority in our company: ________ We listen well to what the customer has to say: ________ We are extremely good at building long-term customer relationships: ________ The people in our company do ―whatever it takes‖ to do a good job for the customer: ________ We do a good job of resolving customer problems when they occur: _________ We always place the customers’ interests first, ahead of those of the company: _________ The level of quality service delivered by my group / team is consistently high: ________ READ THAT LIST AGAIN… AND AGAIN!!!!! THIS IS CRITICAL TO YOUR SUCCESS 12
  13. 13. Achieving Business Excellence DISCIPLINED EXECUTION 1 = Strongly Disagree 3 = Disagree Somewhat 5= Not Sure 7= Agree Somewhat 10 = Strongly Agree We have a clear vision for exactly where we are trying to take our organization _______ We have a detailed and specific plan to accomplish the key objectives we are trying to execute _______ Our senior leaders are all 100% committed to executing the key objectives _______ The key leaders/employees in our organization are all superb at execution ______ All of the major objectives we are pursuing are fully aligned and mutually reinforcing _______ We have excellent systems and processes in place to ensure consistently superb execution ______ There is continuous and transparent communication throughout he entire organization about exactly where we stand on executing on our key objectives _______ Every employee has all of the training, support, equipment and resources they need to deliver the results required of them _______ We are superb at adjusting and adapting our strategy and objectives when truly necessary _____ We do a great job of celebrating both small and big wins and praising great performance _______ We refuse to tolerate mediocrity or lack of accountability and deal decisively with people who are not able to meet the clear standards of performance in our organization _______ 13
  14. 14. Achieving Business Excellence IBM Philly Gear Kiss Theory Goodbye •Collaborative partnerships with customers •Best people •Superior leadership •Drive unique value and growth through •Transparency •Sales effectiveness innovation •Customer focus •Flawless operational execution that matters •Sell value •Superb financial management •Invest in people •Have FUN •Customer loyalty •Leverage talent and knowledge through Skinner Nurseries Ram Charan: Know How trust and •Own the word service •Position / Reposition the business to communication •Best people make money Charlie Trotter •Lots of communication •Pinpoint patterns and change - then take •Only the best people (passion) •Know your business action •Lots of communication •Have a plan •Build a strong culture of excellence •Highest standards •Sell value •Hire the best people - build them into •Innovation Small Giants leaders •Truly delight the customer •Independent vision •Build a TEAM of leaders Good to Great •Strong Relationships •Set the right goals - then FOCUS on key •Best people -employees priorities •Effective (Level 5) leaders -customers The Six Secrets of Change •Deal with difficult issues -community 1. Love your employees •Focus on the main things •Caring workplace 2. Connect meaning to the work •Patience + discipline •Flexible structure 3. Invest in your people Results Rule •Passionate 4. Learning/innovation IS the work •Tell the truth Think Big - Act Small 5. Transparency rules •Pursue the best over the easiest •Stewardship 6. Create learning systems •Leverage the power of partnerships •Transparency Firms of Endearment •Focus on the main things •Accessibility Meaningful work •Accountability •Stand for something Partnerships with all stakeholders •Constant improvement •Erase superficial distinctions Respect for individuals Microsoft In Search of Excellence Transparency •Best people •A bias for action Teambuilding •Bet the company •Close to customer Empowerment •Require failure •Intra-preneurship Fun work environment •Managers are qualified •Values driven Support for life balance •Performance is what counts •Focus on core competencies Training and development are high priori- •Money where it is important •Simple structure ties •Stop the insanity •Minimal bureaucracy Recognition and celebration have a high Spence: 6 Ways to Run or Ruin Top 7 CEOs priority 1. Clear Vision •Customer focus Mavericks at Work 2. Robust Communication •Passion for the job Value-based differentiation 3. Culture of Urgency •Culture counts Transparency + knowledge sharing 4. Disciplined Execution •Constant innovation Bond with customers 5. Best People •Learn from the best Talent + culture 6. Focus on the Customer Tough Management Mastering the Rockefeller Habits 4+2 Formula •Communicate clearly Right people doing the right things right •Clear, focused strategy •Force the hard decisions Clear focused one-page strategic plan •Flawless execution •Focus on results Strong core values •Performance-oriented culture •Remain flexible Organizational alignment and focus •Fast, flexible, fl at organization •Prove your value to the company Relentless and consistent communication -Best people •Force collaboration of the theme -Committed leaders •Be a tough manager / not a tough Transparency and openness to employee -Innovation guy feedback -Growth through partnerships Toyota Way Key executives highly aware of the Top Concerns of 700 CEOs •Clear and compelling vision business 1. Have not communicated my vision •Constant improvement (Kiazen) Deliver the brand promise and truly 2. Do not discuss the tough stuff •Go to the source (Genchi Genbutsu) delight customers 3. Do not have the best people in key posi- •Respect and mutual accountability tions •Teamwork 4. Lack of disciplined execution 14
  15. 15. Achieving Business Excellence 15
  16. 16. Achieving Business Excellence WORKSHOP: IDEAS INTO ACTION Go back page-by-page and carefully look through the book. Compare and contrast your scores on the various audits and re-read any notes you wrote. What are the themes that emerge… the patterns? Look for any scores below a 7 as an area that needs improvement and anything in the 1-5 range as a serious problem that needs attention. The goal here is to really dig into these topics so you can take an honest look at the actual current state of your organization. This is a rare opportunity to take a critical look at how well your organization is truly operating and specifically what must be done to improve it. Take this exercise very seriously and push yourself to really understand what these scores and everything you learned today about world-class organizations could mean to your business. Here are three major questions to keep in mind: What does this mean to our business? How can I make these ideas work in our company? What can I do right away to improve our success? 1. Strengths What was the pattern of high scores? In what major areas did you seem to have as strengths, where you scored an 8 or higher across all of the workshops? 2. Weaknesses What was the pattern of low scores? In what major areas did you seem to have as weaknesses, where you scored a 6 or lower across all of the workshops? 16
  17. 17. Achieving Business Excellence 3. Key Strategies for Success Based on everything you have learned here today and your own personal business experience, what do you believe are the top strategies your company must focus on to build and sustain success? What are the 4—6 most important ideas that will drive your company’s future? (Please describe these in detail. You might lead off with a single word or short phrase, but then you’ll need to give a definition and description to exactly what you mean. It must be clear precisely what each ideas means and how you will pursue it.) 17
  18. 18. Achieving Business Excellence 4. Action Steps Please list at least 6 specific, measurable, and observable action steps that your organization can take to implement the ideas you learned today. Based on the list you just created, as well as the strengths and weaknesses you identified, what can be done right away to take the lessons of this class and put them into positive action for your organization? 1. 2. 3. 4. 5. 6. 18
  19. 19. Achieving Business Excellence NOTES: 19
  20. 20. Achieving Business Excellence SMALL GROUP WORKSHOP In your teams, share what you wrote on pages 14—16. Make sure that each person takes time to explain their findings and recommendations. Then, combine all of your answers in order to create a group answer to the following questions: 1. What does your team feel are the major weaknesses of your organization at this point in time? 2. What does you team think should be the key ―strategies for success‖ that your organization needs to focus on ? 3. What are your teams top 4 recommended action steps that the organization should take imme- diately? EACH TEAM WILL HAVE 5 MINUTES TO PRESENT THEIR FINDINGS AND RECOMMENDATIONS. 20
  21. 21. Achieving Business Excellence NOTES: 21
  22. 22. Achieving Business Excellence NOTES: 22
  23. 23. Achieving Business Excellence NOTES: 23