1. Organizational Principles
1. Have a set of overarching principles and • Instill individual dignity. Provide challenge
philosophies. Have an overall theme and and opportunity.
purpose. • Invest in people, facilities, upkeep. Payback
• Ensure they are well understood. is enormous.
• Stress integrity and commitment.
8. Create a climate of professionalism.
2. Use goals throughout. • Insist on high standards. Don’t settle for less.
• Make them straightforward, understandable, • Provide the supporting mechanisms and aids.
and meaningful. • You reap what you sow. Invest accordingly.
• Make it important to achieve them. Reward • Spirit and enthusiasm are the critical meas-
and praise success. ures.
3. Measure productivity/efficiency at several 9. Educate, educate, educate.
levels. • Make it specific. Establish feedback on results.
• Devise adequate analytical tools—but don’t • The organization is as strong as its weakest
strangle in paper. links.
• Compare to: (1) history, (2) goals, (3) like
organizations. 10. Communicate, communicate, communicate.
• Don’t use availability of microinformation to • Create the mechanisms. Up/down, down/up—
micromanage. and laterally.
• Look for trends, failure nodes, areas for • Make it clear and concise. Work to eliminate
improvement. ambiguity and misinformation.
• Orient to the product. Keep in clear focus for all. • Don’t depend on strictly hierarchical commu-
nication. Augment it. On key issues, commu-
4. Create leaders at many levels, not just a few. nicate several layers deep.
• Provide wide autonomy and flexibility to
achieve goals while preserving overall coher- 11. Create organizational discipline and loyalty.
ence and overarching principles. • Without stifling initiative. Reward it.
• Get the leaders where the action is. 12. Provide everyone a stake in the outcome.
• Streamline staff procedures. Staff supports • And “humanize” wherever possible—make
the line, not vice versa. each job meaningful.
5. Integrate authority and responsibility—not 13. Make it better.
separate them. Know the difference. • In measurable, identifiable ways. Instill that
• Create a sense of responsibility throughout. philosophy.
• Recognize that few accept responsibility with- • Work to create a sense of individual and orga-
out accompanying authority. Create ownership. nizational worth. Foster team identification.
• Invest principal authority in horizontal mission/ • A proud, confident, and optimistic organiza-
product leaders—not in vertical functional tional “chemistry” is the key to success—
“czars.” leaders must create it.
• In “matrixing” establish clear lines of authority— • Provide the climate and impetus for evolu-
tied to the product. Make it clear who is in tionary organizational change. Instill a philos-
charge. ophy of creative adoption and adaption. Stay
• Link authority to accountability. out in front of problems, changing circum-
6. Set up internal competition and comparison stances—and the competition.
where feasible.
14. Make it happen.
• Reward success, Provide incentives and • Active, vigorous leadership throughout is the
motivators. Praise the winners. magic ingredient.
• Address failure in balance with the circum- • Be informed, involved. Provide the dynamic
stances. spark.
7. Create a climate of pride. • Work the details—the whole is the sum of the
parts.
• Quality treatment begets quality performance.
• Never forget the organization begins and 15. Make it last.
ends, sinks or swims with its people. Treat • Codify, educate, and perpetuate.
them well and consider them first.
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