PIMA

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  • Because there is no way in the world that I can know as much about your business as you do, many of my suggestions and ideas I present will be somewhat generic, which means it is up to YOU to take the ideas I present and figure out how to make them work in your company, in your specific market, with your customers, with your employees. If you will continually ask the three questions above every time I put up a slide, there is a good chance that you will uncover something that will help your business significantly.
  • PIMA

    1. 1. Achieving Business Excellence Understanding the Pattern of Business Success
    2. 2. This is a very special workshop • • • • I have a ton to cover and I will go pretty fast. 80% is in the book. Please take notes and ask questions. I am happy to answer any of your questions, offer advice and recommend books at any time. • Work very hard… take this seriously. The slides are already posted at: www.SlideShare.net/johnspence
    3. 3. Most people are so busy w orking IN their business th a they do not take t any time to work O N their business.
    4. 4. What does this mean to me? How can I use this idea? What can I do right away?
    5. 5. Reality Check Knowing – Doing 1 -10
    6. 6. The Four Ps 2
    7. 7. (T + C + ECF) x DE = Success 2
    8. 8. Do you have a clearly focused and well-communicated vision and strategy for growth? Effective Strategy = Valued Differentiation x Execution
    9. 9. The Four – I’s • Ignorance • Inflexibility • Indifference • Inconsistency Page 2
    10. 10. How to avoid the Four I’s 1-10 • Aggressive external market focus. • Aggressive customer focus. • Keep the “Main Things” the main things. • Bullish on knowledge sharing and learning. • Teamwork is mandatory – not optional. • Passion and commitment at all levels. • Foster a healthy paranoia. • Revel in change. 2
    11. 11. • The willingness… even enthusiasm… to change EVERYTHING combined with the wisdom to understand what must NEVER be changed.
    12. 12. The Key To Success in the New Normal… •Nimbleosity •Nim-bo-licous
    13. 13. Emotional Response to Perceived Negative Change Active Anger Emotional Response Bargaining Acceptance Stability Denial Immobilization Testing Depression Passive Time 3
    14. 14. PESSIMISM Managing Positive Responses to Change Informed Pessimism Hopeful Realism Checking Out Uninformed Optimism Informed Optimism Completion TIME 3
    15. 15. 8 Steps to the Change Process 3
    16. 16. Build an irresistible case for change
    17. 17. Create a strong sense of urgency
    18. 18. Form a powerful guiding coalition 3
    19. 19. Create a clear vision for successful change -and communicate it relentlessly 3
    20. 20. Empower others to act 3
    21. 21. Plan for and celebrate small wins
    22. 22. Institutionalize the change
    23. 23. Four antidotes to change resistance 1. Bring people face-to-face with the external pressures to change. 2.Engage change “zealots.” 3.Manage feelings & emotions. 4.Support the change with new tools, systems and training. 4
    24. 24. Personal Change Management C / NC 4
    25. 25. To get the most from our session together… It is absolutely critical that you be brutally honest with yourself today. So let's get started with a little self-test… 5
    26. 26. 1,300,000 interviews Wow — No Surprises — Celebrate : Basic 4 + 1 6
    27. 27. Extreme Customer Focus
    28. 28. Web of Value: VOC + MOT + WOM 7
    29. 29. VOC 7
    30. 30. Moments Of Truth 7
    31. 31. VOC + MOT Workshop: Page 8
    32. 32. 78.9% 23.4%
    33. 33. 43% - 74% of purchasing decisions = WOM/T
    34. 34. You MUST have a WOM Referral System Identify Ideal Customer Refer Ideal Customer 8
    35. 35. WOM workshop page 8
    36. 36. The Evergreen Project 10 year study of 160 top companies 40 distinct industries 200 management practices Winners, climbers, tumblers, losers Winners had an average Total Return to Shareholders of 945%... The Losers only averaged a TRS of 62% From: What (really) Works by Joyce, Nohria, Roberson
    37. 37. The Four Primary Practices: 1. A sharply focused, clearly communicated and well-understood strategy for growth. 2. Flawless operational execution that consistently delivers the value proposition. 3. A performance-oriented culture that does not tolerate mediocrity. 4. A fast, flexible, flat organization that reduces bureaucracy and simplifies work. 9
    38. 38. The Secondary Management Practices: • Talent = find and keep the best people. • Key leaders show commitment and enthusiasm for the business. • Embrace strategic innovation. • Master the power of partnerships. Score yourself on the 1–10 scale for all eight practices on page 9
    39. 39. What Inhibits Execution? National Survey of 4,000 Senior Executives 4. Inability to work together (21%) 3. Company culture (23%) 2. Economic climate (29%) 1. Holding onto the past / unwillingness to CHANGE (35%)
    40. 40. In other words… • In order to succeed you need a high-performance team that embraces a strong culture of disciplined execution and accountability while being nimble, agile and adaptable to changes in the marketplace.
    41. 41. Disciplined Execution Clear Vision Detailed Strategy Guiding Coalition Alignment Systems 1 - 10 Communication Support Adjust Reward / Punish 1o
    42. 42. 11
    43. 43. Workshop • Go back and look at all of your audits. • Where were your low scores, where were your high scores – what is the pattern? • Look over your notes – what were the key themes? What are the most important ideas? • Answers all the questions on pages 12 - 14 • Put in as much detail as possible. • Be very honest with yourself. • Think in terms of Actions and Outcomes.
    44. 44. If you have any questions at all please do not hesitate to send a note or call. My email address is: john@johnspence.com My twitter address is: @awesomelysimple *** Please connect with me on LinkedIn *** Also, you might find value in the ideas I share in my blog. You can sign up for it at: www.blog.johnspence.com Lastly, these slides have already been uploaded to: www.slideshare.net/johnspence

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