The document discusses six principles of business success according to John Spence's book Awesomely Simple: 1) having a vivid vision with a clear mission, values, and vision statement; 2) having the best people by implementing strong talent management; 3) robust communication through open dialogue and constructive conflict; 4) a sense of urgency to move quickly; 5) disciplined execution of strategic priorities; and 6) extreme customer focus through understanding customer needs and expectations. It provides examples for each principle and emphasizes the importance of applying these principles to achieve lasting business success.
The triple bottom line consists of financial profit (or success), social justice, and environmental protection. It is sometimes summarized as “Profits, People, and Planet.” An intimately related concept is “sustainability”---corporations that are built to last, societies that are stable and just, and a global natural environment that is in a healthy equilibrium. The basic argument is that we live in a time when a narrow, short-term focus on the financial bottom line alone will generate dysfunctions among people and in the environment that will come back to bite the corporation.
Sustainability and the “3BL” are, instead, about mutual benefits flowing in all three directions. The challenge is to find the sustainability “sweet spot” (think golf) where all three interests coincide. Example: Toyota’s Prius low-fuel hybrid benefits the environment, the people who build or buy them, and the owners of the company. Certainly there will be trade-offs; 3BL choices and strategies will require negotiation and compromise. But this is now an economic reality, not just an altruistic dream
It could be argued that what’s new here is just a strong case that financially successful companies must think more broadly and holistically and be sure to take into account all their stakeholder interests, including the environment and society. But it is still the financial bottom line driving the business.
Business ethics is a huge canvas, bigger than sustainability, CSR, corporate governance, or the 3BL. Business ethics is about doing the right thing and building good organizations. Business ethics and values grow out of purposes, missions, and visions and are organically intertwined with corporate cultures. There are more than three bottom lines---there are bottom lines related to every stakeholder. Business ethics doesn’t just ask how to keep three of those stakeholders (owners, environment, society) going and make them last (sustain them) but about what is right and fair and just, about what would constitute excellence and success.
A practical guide to the key global trends and practices that are transforming HR, talent acquisition and management.
Building on the success of The Employer Brand, a conceptual introduction to what has now become a well-established concept; this is a practical guide to implementation, drawing on a much wider range of cases and examples.
Richard Mosley draws on the significant advances in employer brand practice among leading companies to give managers hands-on advice. He will demonstrate how employer brand thinking can strengthen organisational HR strategy and reinforce HR’s value to the business.
This book is for leaders at all levels whose aim is to make a difference in their world and for coaches who desire to play a catalytic role in this process.
Appreciate to receive your valuable insights in the comments. You may also consider sharing related Quotes known to you in the comments.
Thanks & Regards,
The triple bottom line consists of financial profit (or success), social justice, and environmental protection. It is sometimes summarized as “Profits, People, and Planet.” An intimately related concept is “sustainability”---corporations that are built to last, societies that are stable and just, and a global natural environment that is in a healthy equilibrium. The basic argument is that we live in a time when a narrow, short-term focus on the financial bottom line alone will generate dysfunctions among people and in the environment that will come back to bite the corporation.
Sustainability and the “3BL” are, instead, about mutual benefits flowing in all three directions. The challenge is to find the sustainability “sweet spot” (think golf) where all three interests coincide. Example: Toyota’s Prius low-fuel hybrid benefits the environment, the people who build or buy them, and the owners of the company. Certainly there will be trade-offs; 3BL choices and strategies will require negotiation and compromise. But this is now an economic reality, not just an altruistic dream
It could be argued that what’s new here is just a strong case that financially successful companies must think more broadly and holistically and be sure to take into account all their stakeholder interests, including the environment and society. But it is still the financial bottom line driving the business.
Business ethics is a huge canvas, bigger than sustainability, CSR, corporate governance, or the 3BL. Business ethics is about doing the right thing and building good organizations. Business ethics and values grow out of purposes, missions, and visions and are organically intertwined with corporate cultures. There are more than three bottom lines---there are bottom lines related to every stakeholder. Business ethics doesn’t just ask how to keep three of those stakeholders (owners, environment, society) going and make them last (sustain them) but about what is right and fair and just, about what would constitute excellence and success.
A practical guide to the key global trends and practices that are transforming HR, talent acquisition and management.
Building on the success of The Employer Brand, a conceptual introduction to what has now become a well-established concept; this is a practical guide to implementation, drawing on a much wider range of cases and examples.
Richard Mosley draws on the significant advances in employer brand practice among leading companies to give managers hands-on advice. He will demonstrate how employer brand thinking can strengthen organisational HR strategy and reinforce HR’s value to the business.
This book is for leaders at all levels whose aim is to make a difference in their world and for coaches who desire to play a catalytic role in this process.
Appreciate to receive your valuable insights in the comments. You may also consider sharing related Quotes known to you in the comments.
Thanks & Regards,
Companies that have prospered over long periods of time through multiple product life cycles and several generations of leadership. six years of intensive, qualitative research on what makes winning companies exceptional and different including their practices and habits.
Throughout the book, the authors provide practical insights into the following three pillars of digital transformations that successfully scale:
• Reinventing the business model
• Building out a business architecture from the customer back into the organization
• Establishing an 'amoeba' IT and organizational foundation that learns and evolves
The learnings from this book are:
• How to build a 3-stage structure to help prioritize strategic and operational challenges that will digitize the organization.
• To understand the roles and importance of new technological positions, such as the Information Technology function and CDO.
• To set digital milestones to track the progress on the transformation of the organization – towards digital transformation & Digital culture.
• To rethink traditional business architecture while redesigning the agile organization.
The book is a useful guide for all leaders who recognize the power and promise of a digital transformation - who want to avoid being steered by 3rd parties - and chart their own course in the digital economy
The best CEOs don’t just have strategies, they have Strategies of Preeminence that result in outside success. Yet most business leaders don’t have a strategy that is different from a strategy of operational excellence or haven’t thought about it long enough to know whether it’s working.
What does it take to create a Strategy of Preeminence? The 7 Secrets represents an Integrative, systematic, seven step process for rewriting your future, your organization’s future, and transforming yourself as a leader in the process. It starts with asking the leader, “Are you a strategist?” and goes on to designing an impossible future or ennobling purpose, building a strategy of preeminence, and a creating a delivery mechanism to match.
Every CEO and Founder can create a strategy of preeminence and drive explosive growth. Find out how here.
[Whitepaper] Talent Decisions that can Make or Break your Business - Lessons ...Appcast
Read this whitepaper to learn why recruiting is an important function that serves to improve overall business results.
Written by David Forman | Industry Thought Leader & Author, Fearless HR
Is your company’s human resources operation a true “business partner” that makes a major contribution to your bottom line? Or does it merely fulfil the daily tasks of hiring, firing and paying your employees? If the latter, don’t worry – that can change. So say the human resources experts who founded the RBL Group and the RBL Institute, a consultancy and an educational organization dedicated to helping HR leaders attain new levels of professionalism. Using the institute’s tools and tactics, you can “transform” your human resources department into a valued, knowledgeable and contributing member of your corporate team. While you don’t have to be a human resources professional to benefit from this book, its HR-speak presents a pretty dense thicket that might daunt a novice.
• Performance is what an enterprise delivers to its shareholders in the here and now, evaluated through such measures as net operating profit, return on capital employed, total returns to share- holders, net operating costs, and stock turn.
• Health is the ability of the organization to align, execute, and renew itself faster than its competition, allowing it to sustain exceptional performance year in, year out
Kulwinder singh's research paper on The CEO brandKulwinder Singh
In a global economy, with fiercely competitive firms rapidly commoditizing products, strong brands help companies to stand out from the crowd and differentiate themselves on a criterion other than cost. All successful companies leverage their CEOs to derive business benefits. At Mahindra Satyam BPO, leveraging CEO for branding is a full-fledged practice.
When leaders confuse visions, missions, purposes, plans, or goals for the real work of strategy, they send their firms adrift. They must first address five much more fundamental--and difficult--questions. Among these: What business or businesses should your company be in? Who are your target customers? What are your value propositions to those customers? And perhaps most importantly, what will be your differentiating capabilities?
Companies that have prospered over long periods of time through multiple product life cycles and several generations of leadership. six years of intensive, qualitative research on what makes winning companies exceptional and different including their practices and habits.
Throughout the book, the authors provide practical insights into the following three pillars of digital transformations that successfully scale:
• Reinventing the business model
• Building out a business architecture from the customer back into the organization
• Establishing an 'amoeba' IT and organizational foundation that learns and evolves
The learnings from this book are:
• How to build a 3-stage structure to help prioritize strategic and operational challenges that will digitize the organization.
• To understand the roles and importance of new technological positions, such as the Information Technology function and CDO.
• To set digital milestones to track the progress on the transformation of the organization – towards digital transformation & Digital culture.
• To rethink traditional business architecture while redesigning the agile organization.
The book is a useful guide for all leaders who recognize the power and promise of a digital transformation - who want to avoid being steered by 3rd parties - and chart their own course in the digital economy
The best CEOs don’t just have strategies, they have Strategies of Preeminence that result in outside success. Yet most business leaders don’t have a strategy that is different from a strategy of operational excellence or haven’t thought about it long enough to know whether it’s working.
What does it take to create a Strategy of Preeminence? The 7 Secrets represents an Integrative, systematic, seven step process for rewriting your future, your organization’s future, and transforming yourself as a leader in the process. It starts with asking the leader, “Are you a strategist?” and goes on to designing an impossible future or ennobling purpose, building a strategy of preeminence, and a creating a delivery mechanism to match.
Every CEO and Founder can create a strategy of preeminence and drive explosive growth. Find out how here.
[Whitepaper] Talent Decisions that can Make or Break your Business - Lessons ...Appcast
Read this whitepaper to learn why recruiting is an important function that serves to improve overall business results.
Written by David Forman | Industry Thought Leader & Author, Fearless HR
Is your company’s human resources operation a true “business partner” that makes a major contribution to your bottom line? Or does it merely fulfil the daily tasks of hiring, firing and paying your employees? If the latter, don’t worry – that can change. So say the human resources experts who founded the RBL Group and the RBL Institute, a consultancy and an educational organization dedicated to helping HR leaders attain new levels of professionalism. Using the institute’s tools and tactics, you can “transform” your human resources department into a valued, knowledgeable and contributing member of your corporate team. While you don’t have to be a human resources professional to benefit from this book, its HR-speak presents a pretty dense thicket that might daunt a novice.
• Performance is what an enterprise delivers to its shareholders in the here and now, evaluated through such measures as net operating profit, return on capital employed, total returns to share- holders, net operating costs, and stock turn.
• Health is the ability of the organization to align, execute, and renew itself faster than its competition, allowing it to sustain exceptional performance year in, year out
Kulwinder singh's research paper on The CEO brandKulwinder Singh
In a global economy, with fiercely competitive firms rapidly commoditizing products, strong brands help companies to stand out from the crowd and differentiate themselves on a criterion other than cost. All successful companies leverage their CEOs to derive business benefits. At Mahindra Satyam BPO, leveraging CEO for branding is a full-fledged practice.
When leaders confuse visions, missions, purposes, plans, or goals for the real work of strategy, they send their firms adrift. They must first address five much more fundamental--and difficult--questions. Among these: What business or businesses should your company be in? Who are your target customers? What are your value propositions to those customers? And perhaps most importantly, what will be your differentiating capabilities?
ROP Maturity is a both a process and a philosophy. In order to achieve higher Return On People, your organization must be willing to fundamentally change the way it measures its workforce and view its people as a financial asset, not a liability. It must thrive on rapid change, and recognize that agility is now a basic survival skill. The Return on People eBook will open your eyes to steps you can begin to take today in order to get there.
Rand's slideshow presentation from the June 2013 internal Mozzer AllHands event, covering the mission, vision, values, and BHAG for Moz over the years ahead.
Execution - The Discipline of getting things done GMR Group
This book was published in the year 2002 and I had read this book at that time. Revisited and read this book again just to evaluate the context. Even today the context of this book is very relevant.
Too many leaders fool themselves into thinking their companies are well run. They are like the parents in Garrison Keillor’s fictional Lake Wobegon, all of whom think their children are above average. Then the top performers at Lake Wobegon High school arrive at the University of Minnesota or Colgate or Princeton and find out they are average or even below average. Similarly , when corporate leaders start understanding how the GE’s and Emerson Electrics of this world are run- how superbly they get things done- they discover how far they have to go before they become World class in Execution.
Here is the fundamental problem: People think of execution as the tactical side of business, something leaders delegate while thy focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He can delegate its substance.
We talk to many leaders who fall victim to the gap between promises they’ve made and results their organizations delivered. They frequently tell us they have a problem with accountability—people aren’t doing the things they’re supposed to do to implement a plan. They desperately want to make changes of some kind, but what do they need to change? They don’t know.
Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage.
Read this Summary ……
Some thoughts for any business, consultancy or agency looking to transform and grow through the power of purpose....would love to hear from you
ralph@thebrandexperienceconsultancy.com
There’s no doubt that organizations are increasingly reliant on external expertise. And that raises big questions for human resources: How clear is our strategy and philosophy of contingent staffing? How involved is HR in managing external expertise on behalf of their organizations, and how involved should it be? How well does our workforce planning incorporate external experts into a total workforce plan? How well do our systems and policies support our ability to attract the best external talent, and their productivity?
In this spotlight webinar, Norm Smallwood and Jon Younger, authors of “Agile Talent: How to Source and Manage Outside Experts” will deliver insight on how talent leaders can successfully manage, mobilize and maximize the contributions of agile talent.
During this Spotlight webinar, attendees will explore:
-The challenge of agile talent.
-What strategic agile talent management looks like.
-How leaders need to change how they think and act to make the most from this agile workforce.
-The role of HR now, and the implications of an HR strategic approach to agile talent.
People and Innovation: Getting Ideas on the tableScott Smith
These days, everyone can attest to the importance of being innovative. In a knowledge economy where small insights can quickly shift the competitive landscape and capabilities can rapidly be bought, borrowed or built, we believe that those leaders who oversee a dynamic, fastmoving, innovation portfolio will have the best chance of breaking away from the pack and generating growth. But many organizations are finding it difficult to engage their people – from their employees to their customers to their suppliers – in the innovation process. If this is the case, then where do they start?
Published by the IBM Institute for Business Value, 2006
Your company's identity (what you do) and implementation (how you do it) should be closely linked. Here are the precepts to keep in mind as you bring them together: Aim high. Build on your strengths. Be ambidextrous (sophisticated at both strategy and execution). Clarify everyone's strategic role. Align structures to strategy. Transcend functional barriers. Become a fully digital enterprise. Keep it simple, sometimes. Shape your value chain. And cultivate collective mastery. Do all those things, and your company will be on its way to effectively executing its strategy.
An appreciation of the ancient traders and Indigenous Bankers commercial merchants of Bengal and India before British colonization. The Marwadi Jain Family from Nagaur came to Murshidabad and became the Banker to Alvardi Khan of Bengal Nawabs. Fateh Chand Seth conspires against Siraj ud-dhaula of Bengal and supports the British army to dethrone the nawab of Bengal for his business prospects.
formal, informal communication, barriers to communication, effective communication, grapevine, rumors, gossips, personal, organizational, and semantic barriers of communication
Effective Communication in the organization, Barriers to Communication, personal barriers, cultural barriers, semantic barriers, organizational barriers
Types of Partners, Partner by Holding out, Mutual Agency, Contract of Agency, 3 Musketeers by Dumas, One for all, all for one, Merits of the Partnership in comparing with Sole Proprietory
Formal & Informal Communication, Effective Communication, Process of Communication, Barriers to Communication, Noise in the Communication, How to overcome barriers of Communication,
Types of Partners, Partnership Merits and Demerits, Partner by Holding out, Parter by estoppel, Registration of Partnership, The difference between a sole proprietorship and Partnership, features of Partnership act 1932, Mutual consent of Partners, Mutual agency
Hindu Undivided Family Business, Kartha, Copercenres, unlimited liability to Karta, Business ownership, the unique feature of Indian business professional communities
Best Indian Business Leaders, 6 best Leadership qualities, Sacrifice, Courage, leading, influencing, encouraging, Employer leadership qualities, Mrs. Meera H Sanyal, Ankita Bose is the co-founder and CEO of Zilingo, Microsoft without Bill Gates, Reliance Industries without Ambani's, Infosys without Narayana Murthy, Tata without J.R.D. Tata or Wipro without Azim Premji.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
7. John Spence has spent decades helping
business owners and managers cut through
the clutter to determine the core ingredients
for creating and sustaining a successful
organization.
In his book Awesomely Simple, Spence helps you take a
hard look at your business and evaluate how it is doing
in a number of critical areas that drive lasting success.
Based on the author’s work with thousands of
organizations (including GE, Microsoft, and Abbot Labs),
every organization, no matter its size or sector, must
excel in the following
“Six Principles of Business Success”:
8. “Six Principles of Business Success”:
1.Vivid Vision
2.Best People
3.Robust Communication
4.Sense of Urgency
5.Disciplined Execution
6.Extreme Customer Focus
These principles may appear simple and straightforward,
but applying them is not easy. They require leaders who
are passionate about their business and its success,
persistent in their approach, willing to practice these
disciplines, and have a perspective to see patterns and
trends that others do not.
11. 1.VIVID VISION
•Whether you lead two people or two thousand, it is critical that you have a
clear, compelling, and extremely well-communicated vision of where the
organization is headed and what it stands for. The mission (or purpose) is
why the company exists, and its core values are the guidelines for behavior.
The vision (BHAG*) provides a vivid description of where the company will
be in the future.
•The key to Mission, Values, and Vision (MVV) is not just creating them, but
communicating and applying them throughout the organization. Engage as
many senior leaders as possible in the initial stages of developing your MVV
before rolling it out to the rest of the employee population for discussion
and feedback. The concept of “Those who plan the battle, don’t battle the
plan” is paramount here. Ideas for bringing your MVV to life in your
organization include:
•Making sure that the MVV is visible throughout the organization by putting
plaques and posters in areas where both employees and customers can
easily see them. Although this is an important aspect of ensuring visibility,
the real value is achieved when the behaviors of everyone in the business
are aligned.
19. What Is a Big Hairy Audacious Goal
(BHAG)?
A BHAG (Big Hairy Audacious Goal) is a compelling, long-term goal that is intriguing
enough to inspire employees of an organization to take action.
The term comes from the 1994 Harper Business book “Built to Last: Successful Habits of
Visionary Companies” by Jim Collins and Jerry Porras.
BHAGs are meant to pull people out of a slump and energize them to implement a big
picture-type plan that could take a decade to complete.
BHAGs are broadly defined as falling under four main categories: role model, common
enemy, targeting, or internal transformation. There are four broad categories of
BHAG:
•Role model
•Common enemy
•Targeting
•Internal transformation
1. Role-model BHAGs are about emulating the success of a well-known company. This has
been overdone a bit, with many companies seeking to be “the Uber" of their industry.
2. Common-enemy BHAGs focus on overtaking your competitors, aiming often at beating the
top companies in the industry.
3. Targeting BHAGs refer to things such as becoming a billion-dollar company or ranking #1 in
the industry.
4. Internal-transformation BHAGs are generally used by large, established companies to
20. He is Ambitious and Audacious.
Means – Bold, Adventurous, Fearless, Gallant, Valiant,
Knightly.
21.
22. Examples of Big Hairy Audacious Goals
•Unlike many mission statements, BHAGs do seem to catch
on even with people outside the companies setting them.
For example,
•SpaceX’s goal to “enable human exploration and
settlement of Mars” caught international attention.
• Facebook has set a few BHAGs over time, including to
“make the world more open and connected” and “give
everyone the power to share anything with anyone.”
• Google wants to “organize the world’s information and
market it universally accessible and useful.”
•Given what these companies have achieved already, it
seems that setting BHAGs does work.
23. "Crush Adidas"
•By 1971, the relationship between BRS and Onitsuka Tiger was nearing an end, and Knight prepared
to launch its own line of footwear. It was the right time to rename the company; christened after the
Greek goddess of victory, “Nike,” would become a household name. This new name was one way in
which Knight got his staff enthused about the changes in the company. The other method was the
vision the co-founder described to his people: his goal was to “crush Adidas.”
•Although Adidas is still going strong in 2019, Knight’s goal was so inspiring that Nike is the world’s
largest sports footwear brand in the world today.
•Some examples of BHAGS mentioned by Collins and Porras are:
•“Democratize the automobile.” (Ford, early 1900s).
•“Become the company that most changes the worldwide image of
Japanese products as being of poor quality.” (Sony, early 1950s).
•“Yamaha Wo tsubusu! (We will crush, squash, slaughter Yamaha!)”
(Honda, 1970s).
•Microsoft’s vision of around 1980 that a computer would be on every desk
and in every house;
•SpaceX‘s plan to bring people to Mars;
•Dutch telco KPN, that wants to become the most customer-friendly
company in the Netherlands.
24.
25. 2. Best People
•The success of your business is directly tied to the quality of the people
you have on your team. Many companies say, “Our people are our most
important asset,” but very few have put in place a system to make talent
management a key strategic advantage. With the right people in the right
culture, success and profitability will result.
26.
27.
28.
29. 3. Robust Communication
•Strong interpersonal communication involves
open dialog, good rapport, active listening,
awareness of body language, and a willingness to
engage in constructive conflict.
30. •Constructive conflict is difficult, and it requires courage and
honesty. If you are not willing to hear things that may be
counter to your philosophy and approach, and then make the
necessary changes, you are not ready for constructive conflict.
31. 4. Sense of Urgency
•In business today, speed rules. If you cannot move quickly, the competition
will – not to mention that customers hate waiting and are becoming used to
instant responses. Speed often requires making decisions in an environment
of imperfect information. To make good decisions, data must flow easily
within the organization. There can be no hoarding of knowledge; it must
move without friction.
32. 5. Disciplined Execution
•According to Harvard Business School professor Robert Kaplan, many
companies have grand ambitions, but only about 10% of businesses can
effectively execute on their strategic priorities in a disciplined and thorough
manner. Urgency and discipline can exist together and must be balanced.
•Disciplined execution requires:
•Systems and processes that align with strategic goals.
•Individual objectives that tie strongly to corporate objectives.
•Mechanisms for continuous improvement or innovation of processes.
•Resources, tools, and training in order for people to perform well in their roles.
33.
34.
35. 6. Extreme Customer Focus
•At the end of the day, the only critic whose opinion counts is the customer, and
the company that owns the “voice of the customer” owns the marketplace and
will outpace the competition. Know the “moments of truth” for your clients –
what are the key points where the customer interfaces with your company?
Determine how to make each of these moments a highly satisfying interaction,
and recognize that frontline employees are typically the most important element
of these contacts.
Survey your customers on an ongoing basis to ensure that you are meeting or
exceeding their expectations. At a minimum, show up on time, keep your
promises, be extremely polite, and give a little more than is expected.