While quality systems and procedures are important, three case studies show that culture is the most critical factor for success. General Bill Creech transformed the US Air Force's culture to prioritize quality through passionate leadership and initiatives to recognize all staff, not just pilots. Roger Milliken created a culture of relentless focus on quality at Milliken & Co. through sustained engagement and prioritizing those promoting quality culture. Dr. Peter Pronovost achieved dramatic error reductions at Johns Hopkins by tackling the medical hierarchy's culture and empowering nurses to intervene with doctors. In each case, implementing systems was less impactful than changing the underlying culture through strong, committed leadership.
Jim's Group is a franchise business started by Jim Penman in 1984 as Jim's Mowing that has expanded to 2,600 franchisees providing services like cleaning, dog washing, handyman work, fencing, paving, and pool care in Australia, New Zealand and the UK. They prioritize customers and franchisees can leave at any time, with typically less than one complaint per year.
Home Depot Business ToolBox provides payroll processing, credit card processing, personnel paperwork, mobile phones, shipping, and health insurance to over 12,000 small business customers like plumbers, electricians and contractors.
Bo Burlingham's book Small Giants profiles companies that have intimate relationships with their local communities and customers
This document discusses the need for change and alternatives to traditional change management models. It argues that change management approaches are too rigid and fail to account for human factors like curiosity and feelings. The document advocates for an approach called "change by adventure" that emphasizes trust, observation, action, insight and possibility rather than prescribed recipes. It also discusses how high trust organizations experience less stress, more energy, higher productivity and engagement from employees compared to low trust organizations. The overall message is that a new approach to change is needed that focuses on building trust and viewing change as an adventure rather than a managed process.
This document discusses pathways to success in the 21st century and the future of work. It begins with a discussion of robots and their increasing roles in fields like agriculture, manufacturing, space exploration, and healthcare. It then discusses the need to cultivate innovation and innovators through approaches like transdisciplinary education that brings together different fields to solve real-world problems. Special emphasis is placed on integrating areas like networking, cybersecurity, simulations, health, energy and the environment with arts, science, technology and mathematics.
Can someone do a reply to this thread HAS TO BE 450 WORDS EACH REPLYjenkinsmandie
Can someone do a reply to this thread HAS TO BE 450 WORDS EACH REPLY ANSWER
Reply to the threads of 2 classmates who offer views different than yours. Identify the points of difference in your analyses and explain how your application of the relevant law to the facts of this situation led you to a different conclusion.
Each reply must be 450 words supported by 3 scholarly sources other than the textbook/course materials. Each source must be properly cited in current APA format.
Review the Assignment Instructions for Discussion Board Forums, noting especially requirements for word counts, scholarly sources, and biblical worldview integration.
Submit your replies by 11:59 p.m. (ET) on Sunday.
FIRST THREAD NEEDED TO BE REPLIED TO
The Result of a Decline in Business Ethics
Business ethics is defined by “the application of ethics to the special problems and opportunities businesspeople experience” (Kubasek, Browne, Barkacs, Herron & Dhooge, 2016, p. 16). When ethical decisions appear in a person’s life, more likely than not, a plethora of choices are considered when determining the best course to take for justifying our actions. In many cases, we consider our Lord and Savior Jesus Christ, his heavenly father God, our parents, our spouses, our children, friends, colleagues, physical and mental emotions, plus more before committing to one-way or the other. However, when the word “business” is placed in front of ethics, the ramifications are often much larger, including monetary value, and the effect decisions will have on stakeholders and the public. First Timothy 6 verses 10 states “For the love of money is the root of all-evil: which while some coveted after, they have erred from the faith, and pierced themselves through with many sorrows” (KJV). By highlighting the definition of Business Ethics as well as 1 Timothy 6:10, we expose the very public lambasting of Volkswagen Group, whom recently stated “11 million of its diesel cars worldwide were equipped with software that was used to cheat on emissions test” (Lippe, 2015). A multitude of responses, questions, and political backlash reduced Volkswagen’s image in the public, however, we will identify the steps that should have been enforced to prevent this incident, starting at the managerial level and ending with the Chief Executive Officer (CEO).
As children of God, we are instilled with the rationale between what is right and wrong. James 4 verse 17 (KJV) states “Therefore to him that knoweth to do good, and doeth (it) not, to him it is sin”. We are endowed with the conscious capability to distinguish between doing something right and doing something wrong, however, when we choose to do something wrong, it is considered a Sin. Other factors may weigh heavily for or against the determination of right or wrong to include family beliefs, childhood, and life experiences. Nevertheless, as employees working in the Legal o ...
The document discusses the tension that often exists between intelligence analysts and policymakers. It argues that intelligence may have little influence on decisions if policymakers reject analysis that contradicts their views. To be effective, the intelligence function needs strong relationships with policy consumers and must clearly answer "so what" about its analysis. However, building these relationships is challenging as policymakers tend to be optimists focused on past successes, while intelligence aims to provide unbiased assessments, including of potential problems. The divide between these "cultures" needs more attention to improve how intelligence supports decision-making.
You are to select a multinational corporation - examples include P.docxkenjordan97598
You are to select a multinational corporation - examples include P&G, GE and Lexis-Nexis, which are all local companies within driving distance. Of course, you can also select some other companies to your interest, such as Dow Chemical, McDonalds, Merck, etc. Then you will focus on that company in one overseas country/market. They may or may not already be doing business in that country.
Conduct research by reading their website, their annual report (for international aspects), or other research you can locate. You are to identify your sources of information in the form of a bibliography. The paper should be no more than 15 pages, double spaced. Your grade will be based on content and organization of thought, ideas, and structure.
Some of the course assignments are related to this final paper requirement. Therefore, it is OK to draw from the materials you submitted before - the course is designed this way, so you will not be overwhelmed towards the end of the semester. However, your write-up for this final paper is to be cohesive (rather than simply “copy and paste” from your previous assignments). You are to demonstrate your progress of assimilating and synthesizing information through the semester.
Please incorporate the following in your discussion:
1. Organization and product/service analysis
a. Description of the organization
b. Product or services “needs assessment” of the chosen overseas market/country
c. Description of the company’s products or services to meet the need
2. Global strategy formulation
a. Conduct a business risk analysis (associated with the chosen country)
i. Political
ii. Competitive
iii. Cultural
iv. Economic
v. Legal vi. Technological
vii. Demographical
b. Compare and contrast the advantages/disadvantages of various modes of entry into the global markets
c. SWOT analysis
d. Country selection
i. Market size and growth
ii. Barriers to entry
iii. Previous experience in countries and timing
3. Current event research. With Trump’s presidency, America has entered a new era regarding how to survive, compete and blossom amidst the reality of globalization. Which of Trump’s new policies is going to impact your selected company? How does his protectionism benefit or hurt your selected market/country? Is his policy going to deliver the result that he has promised? Include your latest research and integrate some of your peers’ insights from our Canvas discussions into your paper to make it a more timely report.
4. Your overall evaluation of their strategies. What suggestions might you make to improve the company’s global expansion with new products or services? If you disagree with some of their strategies, please discuss in more detail. Also, incorporate what you would do differently
Title
ABC/123 Version X
1
Topic Selection Worksheet
ENG/200 Version 3
2
University of Phoenix MaterialTopic Selection Worksheet
Complete Parts A through D below.
Part A: Topic Selection
Select a topic for yo.
Jim's Group is a franchise business started by Jim Penman in 1984 as Jim's Mowing that has expanded to 2,600 franchisees providing services like cleaning, dog washing, handyman work, fencing, paving, and pool care in Australia, New Zealand and the UK. They prioritize customers and franchisees can leave at any time, with typically less than one complaint per year.
Home Depot Business ToolBox provides payroll processing, credit card processing, personnel paperwork, mobile phones, shipping, and health insurance to over 12,000 small business customers like plumbers, electricians and contractors.
Bo Burlingham's book Small Giants profiles companies that have intimate relationships with their local communities and customers
This document discusses the need for change and alternatives to traditional change management models. It argues that change management approaches are too rigid and fail to account for human factors like curiosity and feelings. The document advocates for an approach called "change by adventure" that emphasizes trust, observation, action, insight and possibility rather than prescribed recipes. It also discusses how high trust organizations experience less stress, more energy, higher productivity and engagement from employees compared to low trust organizations. The overall message is that a new approach to change is needed that focuses on building trust and viewing change as an adventure rather than a managed process.
This document discusses pathways to success in the 21st century and the future of work. It begins with a discussion of robots and their increasing roles in fields like agriculture, manufacturing, space exploration, and healthcare. It then discusses the need to cultivate innovation and innovators through approaches like transdisciplinary education that brings together different fields to solve real-world problems. Special emphasis is placed on integrating areas like networking, cybersecurity, simulations, health, energy and the environment with arts, science, technology and mathematics.
Can someone do a reply to this thread HAS TO BE 450 WORDS EACH REPLYjenkinsmandie
Can someone do a reply to this thread HAS TO BE 450 WORDS EACH REPLY ANSWER
Reply to the threads of 2 classmates who offer views different than yours. Identify the points of difference in your analyses and explain how your application of the relevant law to the facts of this situation led you to a different conclusion.
Each reply must be 450 words supported by 3 scholarly sources other than the textbook/course materials. Each source must be properly cited in current APA format.
Review the Assignment Instructions for Discussion Board Forums, noting especially requirements for word counts, scholarly sources, and biblical worldview integration.
Submit your replies by 11:59 p.m. (ET) on Sunday.
FIRST THREAD NEEDED TO BE REPLIED TO
The Result of a Decline in Business Ethics
Business ethics is defined by “the application of ethics to the special problems and opportunities businesspeople experience” (Kubasek, Browne, Barkacs, Herron & Dhooge, 2016, p. 16). When ethical decisions appear in a person’s life, more likely than not, a plethora of choices are considered when determining the best course to take for justifying our actions. In many cases, we consider our Lord and Savior Jesus Christ, his heavenly father God, our parents, our spouses, our children, friends, colleagues, physical and mental emotions, plus more before committing to one-way or the other. However, when the word “business” is placed in front of ethics, the ramifications are often much larger, including monetary value, and the effect decisions will have on stakeholders and the public. First Timothy 6 verses 10 states “For the love of money is the root of all-evil: which while some coveted after, they have erred from the faith, and pierced themselves through with many sorrows” (KJV). By highlighting the definition of Business Ethics as well as 1 Timothy 6:10, we expose the very public lambasting of Volkswagen Group, whom recently stated “11 million of its diesel cars worldwide were equipped with software that was used to cheat on emissions test” (Lippe, 2015). A multitude of responses, questions, and political backlash reduced Volkswagen’s image in the public, however, we will identify the steps that should have been enforced to prevent this incident, starting at the managerial level and ending with the Chief Executive Officer (CEO).
As children of God, we are instilled with the rationale between what is right and wrong. James 4 verse 17 (KJV) states “Therefore to him that knoweth to do good, and doeth (it) not, to him it is sin”. We are endowed with the conscious capability to distinguish between doing something right and doing something wrong, however, when we choose to do something wrong, it is considered a Sin. Other factors may weigh heavily for or against the determination of right or wrong to include family beliefs, childhood, and life experiences. Nevertheless, as employees working in the Legal o ...
The document discusses the tension that often exists between intelligence analysts and policymakers. It argues that intelligence may have little influence on decisions if policymakers reject analysis that contradicts their views. To be effective, the intelligence function needs strong relationships with policy consumers and must clearly answer "so what" about its analysis. However, building these relationships is challenging as policymakers tend to be optimists focused on past successes, while intelligence aims to provide unbiased assessments, including of potential problems. The divide between these "cultures" needs more attention to improve how intelligence supports decision-making.
You are to select a multinational corporation - examples include P.docxkenjordan97598
You are to select a multinational corporation - examples include P&G, GE and Lexis-Nexis, which are all local companies within driving distance. Of course, you can also select some other companies to your interest, such as Dow Chemical, McDonalds, Merck, etc. Then you will focus on that company in one overseas country/market. They may or may not already be doing business in that country.
Conduct research by reading their website, their annual report (for international aspects), or other research you can locate. You are to identify your sources of information in the form of a bibliography. The paper should be no more than 15 pages, double spaced. Your grade will be based on content and organization of thought, ideas, and structure.
Some of the course assignments are related to this final paper requirement. Therefore, it is OK to draw from the materials you submitted before - the course is designed this way, so you will not be overwhelmed towards the end of the semester. However, your write-up for this final paper is to be cohesive (rather than simply “copy and paste” from your previous assignments). You are to demonstrate your progress of assimilating and synthesizing information through the semester.
Please incorporate the following in your discussion:
1. Organization and product/service analysis
a. Description of the organization
b. Product or services “needs assessment” of the chosen overseas market/country
c. Description of the company’s products or services to meet the need
2. Global strategy formulation
a. Conduct a business risk analysis (associated with the chosen country)
i. Political
ii. Competitive
iii. Cultural
iv. Economic
v. Legal vi. Technological
vii. Demographical
b. Compare and contrast the advantages/disadvantages of various modes of entry into the global markets
c. SWOT analysis
d. Country selection
i. Market size and growth
ii. Barriers to entry
iii. Previous experience in countries and timing
3. Current event research. With Trump’s presidency, America has entered a new era regarding how to survive, compete and blossom amidst the reality of globalization. Which of Trump’s new policies is going to impact your selected company? How does his protectionism benefit or hurt your selected market/country? Is his policy going to deliver the result that he has promised? Include your latest research and integrate some of your peers’ insights from our Canvas discussions into your paper to make it a more timely report.
4. Your overall evaluation of their strategies. What suggestions might you make to improve the company’s global expansion with new products or services? If you disagree with some of their strategies, please discuss in more detail. Also, incorporate what you would do differently
Title
ABC/123 Version X
1
Topic Selection Worksheet
ENG/200 Version 3
2
University of Phoenix MaterialTopic Selection Worksheet
Complete Parts A through D below.
Part A: Topic Selection
Select a topic for yo.
World Business Forum Milano 2013 Tom Peterswobi_it
Tom Peters presented at the World Business Forum in Milano on November 5, 2013 on the topic of re-imagining excellence. The presentation highlighted many quotes and ideas related to strategy, execution, technology, change, leadership, and culture. Key topics discussed included the importance of execution over strategy, the accelerating pace of technological change, the need for organizations and skills to adapt, and the central role of culture within organizations.
Can Today’s COO Still Benefit from Hammer and Champy’s Reengineering the Corp...LizzyManz
In the prologue to their 2001 revision, Hammer and Champy acknowledge that reengineering has received heavy criticism after the initial high praise; a large portion of that criticism argues that reengineering is well past its day in the sun.
How To Write A Self Introduction Essay. Self IntrElizabeth Snyder
The document provides instructions for creating an account and submitting assignment requests on the HelpWriting.net website. It outlines a 5-step process: 1) Create an account with a password and email; 2) Complete an order form with instructions, sources, and deadline; 3) Review bids from writers and select one; 4) Review the completed paper and authorize payment; 5) Request revisions until satisfied. The overall summary is that the document describes the process for students to request and receive writing help by submitting assignments on the HelpWriting.net website.
Transition Words for Essays with Examples Englishan. Transition Statements For Persuasive Essays For High School. Transition Definition and Useful Examples of Transitions in Writing .... 004 Essay Example Transition Words In College Essays Thatsnotus. Mrs. Ormans Classroom: Common Core Tips: Using Transitional Words in .... 013 Transition Words And Phrases 274134 Essay Thatsnotus. 005 Good Transitions For Essays Essay Example Transition Words .... Transitions and Transitional Devices - Using transitions allows readers .... Transition Words for Essays: Great List amp; Useful Tips 7ESL. 007 Essay Example Transitional Words For An Argumentative Recommended .... 010 Good Essay Transitions Thatsnotus. List of Transitional Words for Writing Essays Word Processor Essays. 021 Essay Example Slide1 Transitions For Thatsnotus. transitions Transition words for essays, Transition words, Good essay. 025 List Of Transition Words For Writing 731722 Essay Example In .... Transition Words and Definitions, Transition Words For Essays - English .... 008 Good Transition Words For An Essay Example Phrases Essays .... Conclusion Transitions For Essays Progressive Smart Quiz. 016 Essay Example Transitionalphrases Transition Words And Phrases For .... Transition Words and Phrases: Useful List amp; Examples - Beauty of the world. List Of Transition Words And Phrases For Essays: Essay Transition Words .... Ultimate Guide To Starter Sentences for Essays. 001 Good Essay Transitions Thatsnotus. How to Write an Essay Introduction with Sample Intros. 008 Transitions Essays Good Essay Revising And Editing Transition Words .... 002 Essay Example Transition Words For Essays Thatsnotus. Admission Essay: Good transitions for an essay. Narrative Essay: Transition paragraph in cause and effect essay. 008 Transitions For Essays Essay Example Transition Words Thatsnotus. Marvelous Transition Words For Argumentative Essays Thatsnotus. How to Write an Essay: Transitions with Worksheet. 016 Essay Example Transitions 008066186 1 Thatsnotus. 023 Good Essay Transitions Example Awesome Collection Of Transition .... 022 Transitional Words And Phrases Help An Essay To Flow More Smoothly ... Transitions Essays Transitions Essays
Organizational Change and Stress ManagementSource Jeff Moore.docxalfred4lewis58146
This document discusses organizational change and stress management. It begins by identifying forces that drive organizational change, such as changes in technology, competition, and social/economic trends. It contrasts planned, intentional changes from unplanned changes. Sources of resistance to change are then described, including individual factors like fear of the unknown and organizational inertia. Finally, the document outlines approaches to managing change, such as education/communication, participation, facilitation, negotiation, manipulation, coercion, and therapy/support. It concludes by defining stress and its impacts, and contrasting individual vs organizational approaches to managing stress.
Essay on the difference between civil law and common law systems .... Law essay - Write My Custom Paper.. Writing Guides, Law Essays and Case Briefs | CustomEssayMeister.com. Essay (Final) - LAW101 Research Assignment - INTRODUCTION Since the .... What you can get from a law essay writing service by Alberto Morris - Issuu.
2015 august presentation stockholm mba programmhan mesters
The document discusses strategic business planning in the 21st century amid disruption from technological changes. It notes that we have moved from an era of change to a change of era, with exponential technological advances like computing, communication, and data storage transforming business models. Institutions face challenges to their gross margins, unique selling points, and value propositions. To adapt, companies must focus on their purpose and creating value through innovation, agility, and a culture that attracts top talent. Metrics need to assess future potential, not just past financials. The rise of startups and networks means disruption is here to stay.
IBM underwent a decade-long transformation beginning in the 1990s:
- Facing declining revenues in the 1990s, IBM shifted from a product-focused to a service-focused business model.
- Under CEO Lou Gerstner, IBM shed its low-margin businesses and invested heavily in software and global IT services.
- This transformation was completed under CEO Sam Palmisano, returning IBM to growth and profitability.
Tom Peters at Transforming Work, Life, & Organizations conferencebizgurus
The document discusses concepts related to excellence and innovation in organizations. It provides examples of how organizations can:
1) Embrace change, diversity of thought, risk-taking and rapid experimentation to drive innovation. Mistakes and failures should be seen as opportunities to learn.
2) Pursue decentralization, clear goal-setting, accountability and rigorous execution to achieve strategic objectives.
3) Continually move up the value chain by shifting from goods to services, solutions, experiences, and transforming customers' organizations.
Behavioral SafetyBehavioral Safety
I
Human
Error
A closer look at safety’s next frontier
By Dan Petersen
www.asse.org DECEMBER 2003 PROFESSIONAL SAFETY 25
IN THE U.S., ORGANIZED ATTEMPTS to prevent or
control workplace injuries have existed for a long time,
probably starting in the railroad industry in the 1800s.
But the real attempts in general industry were rela-
tively weak until the early 1900s. With the passage of
workers’ compensation laws in several states between
1908 and 1911, injuries became a cost to organizations.
This provided the impetus to do something about it.
The financial incentive gave birth to “safety pro-
grams” and “safety engineers,” and to both the
National Safety Council and ASSE. What began in the
1900s is starkly different from the safety systems of
today. As technology has changed, as management
theories have evolved, so has safety programming. It is
true that safety seems to change more slowly than
technology or management concepts; it seems to lag by
20 or 30 years, and is influenced less by good research
and experimentation than by the economy, govern-
ment dictates and people selling new “solutions.”
Consider the many safety approaches that have
been used:
•physical condition approach, 1911 to present;
•industrial hygiene approach, 1931 to present;
•“unsafe act” approach, 1931 to present;
•management approach, 1950s to present;
•noise control approach, 1954 to present;
•audit approach, 1950s to present;
•system safety approach, 1960s and currently;
•OSHA physical condition approach, 1971 to
present;
•OSHA industrial hygiene approach (when the
OSHA chief was an industrial hygienist);
•other OSHA approaches, depending on the year
and the current emphasis;
•ergonomic approach, anticipating an OSHA
standard;
•“safety program” approach, anticipating an
OSHA standard;
•environmental approach;
•total quality management thrust, using statisti-
cal process control;
•behavioral approach.
None of these were fads—they were real attempts
to control losses. They are all still used today as part
of safety technology. They are layers of things that
must be done. Since safety staffs are now much
smaller, management staffs have been cut and
employee staffs downsized, choices must be made.
In all of these approaches, one thing that has not
been tried is understanding the true cause of most
injuries—human error. Chapanis begins one of his
articles with the following case history:
In March 1962, a shocked nation read that six
infants died in the maternity ward of the
Binghampton New York General Hospital
because they had been fed formulas prepared
with salt instead of sugar. The error was traced
to a practical nurse who had inadvertently
filled a sugar container with salt from one of
two identical, shiny, 20-gallon containers stand-
ing side by side under a low shelf, in dim light,
in the hospital’s main kitchen. A small paper
bag pasted to the lid of one container bore the
word “Sugar” in plain handwriting. The ...
The document discusses key aspects of organizational management and success. It describes how the business environment changed dramatically in the late 1990s through a "Silent Revolution" across five fronts: information flowed more freely, the geographic reach of companies and customers expanded, basic demographic assumptions were upended, customers took more control, and defining walls between industries fell. This created new challenges for management in the 21st century knowledge-based economy.
- Productivity gains in American businesses in the early 2000s were actually losses, as companies prioritized short-term gains over long-term sustainability. To boost productivity statistics, many fired employees and shipped goods from existing stockpiles rather than prioritizing customers, quality, and innovation.
- The focus on "shareholder value" and quarterly performance led CEOs to cut costs through mass layoffs while rewarding themselves handsomely. This undermined company cultures and destroyed trust between management and employees.
- By 2008, many formerly great American companies had been hollowed out, with experienced workers laid off and important tacit knowledge lost. Overworked remaining employees faced stagnant wages as corporate profits soared, contributing
1. Provide your position on what theorist is most relatable to you.docxjeremylockett77
1. Provide your position on what theorist is most relatable to your ideology and values. Respond to two other students’ comments seeking further explanation of their position and consequences of their thoughts.
· Dr. Thomas Sowell - Imperfections of the Market
· POLITICAL THEORY - John Maynard Keynes
· POLITICAL THEORY – Friedrich Hayek
2. Every decision has an Opportunity Cost due to the nature of scarcity, there is always a better alternative not chosen, therefore, there is always an opportunity cost. “The opportunity cost of an alternative is what you give up to pursue it” (Froeb, McCann,Shor & Ward, 2016). When you go to a Maroon 5 concert, you give up $100 of benefits you would have received if you had gone to a Beyoncé concert. Also, you would also avoid $80 of cost for the Beyoncé concert. According to the definition below, the opportunity cost of seeing Maroon 5 concert is $100 - $80 = $20. Please delve into the statement there are always opportunity costs. How can an individual make the best decision? Is there a best decision? Would one miss an opportunity not attending one of the concerts? Include a minimum of one reference.
3. Millennials are renting offices sharing costs to reduce their overhead expenditures and overall efficiency. What are the disadvantages and advantages of economies of scales? Give examples of your local establishments that use shared locations to decrease costs, i.e., Taco Bell and KFC. Include a minimum of one reference.
4. Article: Understanding the Impact of Transportation on Economic DevelopmentHow can the growth of intermodal transportation affect the product’s supply and demand? Discuss the major points of the article. How do transportation costs affect others? Please be specific. Discuss increases and decreases in supply and demand. Include a minimum of one reference
5. Behavior economics is a relatively new concept that was developed by Daniel Kahneman and Amos Tversky and is known as the prospect theory. The prospect theory posits that consumers are inspired by the comparison of prices to the reference price rather than the actual price. Please discuss why managing price expectations is as important as managing price. Please give three examples of local restaurants using prospect theory. Include a minimum of one reference.
6. This link explicitly discusses the theme behind the game theory. Please discuss the principles associated with this theory, as well as, how the classical game theory can be contained. Does the game theory in your opinion support the corporate’s strategy? When should the prisoner dilemma be used? Include a minimum of one reference.
7. Will there be a global economic crisis in a world of significant uncertainty? Please review the article from Goldman Sachs, Landing the Plane. Where are we headed the next few years of uncertainty and risks? What are the five greatest current global economic challenges? How will they affect the US economy? Include a minimum of one ...
5 Tips For Teaching Essay Writing To ESL Students -Valerie Felton
This document provides instructions for creating an account and submitting assignment requests on the HelpWriting.net website. It outlines a 5-step process: 1) Create an account with an email and password. 2) Complete an order form with instructions, sources, and deadline. 3) Review bids from writers and select one. 4) Review the completed paper and authorize payment. 5) Request revisions until satisfied with the work. The purpose is to guide users through obtaining writing help services from HelpWriting.net.
Beautiful Objective Writing Worksheet Background - SIoulia King
The document provides instructions for creating an account on the HelpWriting.net site to request writing assistance. It outlines a 5-step process: 1) Create an account with a password and email. 2) Complete a form with assignment details. 3) Writers will bid on the request and the client can choose a writer. 4) The client will receive a paper and can request revisions if needed. 5) HelpWriting.net promises original, high-quality content and refunds for plagiarized work.
HBR.ORG APRIL !## REPRINT R!!#GFAILURE LEARN FROM ITJeanmarieColbert3
Near misses, or small failures that cause no immediate harm, often precede major crises and disasters. However, people tend to ignore or normalize near misses due to cognitive biases. The document discusses three examples where organizations failed to learn from numerous near misses: Apple's antenna issues with the iPhone 4, Toyota's unintended acceleration complaints, and JetBlue's risky strategy of keeping planes on the tarmac during bad weather. In each case, latent errors combined with enabling conditions to eventually cause major crises that could have been prevented by addressing issues flagged in prior near misses. The document advocates learning from near misses to improve operations and avoid potential catastrophes.
This document discusses the mining of coltan in the Congo and its role in funding conflict in the region. It has claimed up to 5 million lives. It then summarizes Jim Collins' book "How the Mighty Fall" which outlines 5 stages of decline for companies: 1) Hubris born of success 2) Undisciplined pursuit of more 3) Denial of risk and peril 4) Grasping for salvation 5) Capitulating to irrelevance or death. It also discusses 6 fatal mistakes that led to the downfall of Circuit City, including arrogance, real estate decisions, expanding into appliances, changing their commission model, delayed entry into online retail, and issues with talent retention.
The document discusses five false assumptions companies often make about crisis management:
1. Having an operational plan is not the same as being prepared for an organizational crisis that violates public trust.
2. One size does not fit all - operational plans cannot contain an organizational crisis in the same way.
3. People are not entirely rational and emotions often overwhelm reason in a crisis.
4. Experienced executives may default to habitual responses that make the crisis worse rather than knowing what to do.
5. Behaviors that led to success in normal times will not necessarily work during a crisis when the rules have changed.
Tim Van De Vall - Comics Printables For KidsValerie Felton
This document discusses the career of Michael Jordan and his rise to prominence both on and off the basketball court. It notes that early in his career some doubted Jordan's status, but that he quickly proved himself as the driving force behind the success of the Chicago Bulls franchise. The document also outlines Jordan's growing business success and wealth, noting he has the potential to become the world's first athlete billionaire. It concludes that Jordan now needs only a single name for global recognition, a status achieved by very few public figures.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
World Business Forum Milano 2013 Tom Peterswobi_it
Tom Peters presented at the World Business Forum in Milano on November 5, 2013 on the topic of re-imagining excellence. The presentation highlighted many quotes and ideas related to strategy, execution, technology, change, leadership, and culture. Key topics discussed included the importance of execution over strategy, the accelerating pace of technological change, the need for organizations and skills to adapt, and the central role of culture within organizations.
Can Today’s COO Still Benefit from Hammer and Champy’s Reengineering the Corp...LizzyManz
In the prologue to their 2001 revision, Hammer and Champy acknowledge that reengineering has received heavy criticism after the initial high praise; a large portion of that criticism argues that reengineering is well past its day in the sun.
How To Write A Self Introduction Essay. Self IntrElizabeth Snyder
The document provides instructions for creating an account and submitting assignment requests on the HelpWriting.net website. It outlines a 5-step process: 1) Create an account with a password and email; 2) Complete an order form with instructions, sources, and deadline; 3) Review bids from writers and select one; 4) Review the completed paper and authorize payment; 5) Request revisions until satisfied. The overall summary is that the document describes the process for students to request and receive writing help by submitting assignments on the HelpWriting.net website.
Transition Words for Essays with Examples Englishan. Transition Statements For Persuasive Essays For High School. Transition Definition and Useful Examples of Transitions in Writing .... 004 Essay Example Transition Words In College Essays Thatsnotus. Mrs. Ormans Classroom: Common Core Tips: Using Transitional Words in .... 013 Transition Words And Phrases 274134 Essay Thatsnotus. 005 Good Transitions For Essays Essay Example Transition Words .... Transitions and Transitional Devices - Using transitions allows readers .... Transition Words for Essays: Great List amp; Useful Tips 7ESL. 007 Essay Example Transitional Words For An Argumentative Recommended .... 010 Good Essay Transitions Thatsnotus. List of Transitional Words for Writing Essays Word Processor Essays. 021 Essay Example Slide1 Transitions For Thatsnotus. transitions Transition words for essays, Transition words, Good essay. 025 List Of Transition Words For Writing 731722 Essay Example In .... Transition Words and Definitions, Transition Words For Essays - English .... 008 Good Transition Words For An Essay Example Phrases Essays .... Conclusion Transitions For Essays Progressive Smart Quiz. 016 Essay Example Transitionalphrases Transition Words And Phrases For .... Transition Words and Phrases: Useful List amp; Examples - Beauty of the world. List Of Transition Words And Phrases For Essays: Essay Transition Words .... Ultimate Guide To Starter Sentences for Essays. 001 Good Essay Transitions Thatsnotus. How to Write an Essay Introduction with Sample Intros. 008 Transitions Essays Good Essay Revising And Editing Transition Words .... 002 Essay Example Transition Words For Essays Thatsnotus. Admission Essay: Good transitions for an essay. Narrative Essay: Transition paragraph in cause and effect essay. 008 Transitions For Essays Essay Example Transition Words Thatsnotus. Marvelous Transition Words For Argumentative Essays Thatsnotus. How to Write an Essay: Transitions with Worksheet. 016 Essay Example Transitions 008066186 1 Thatsnotus. 023 Good Essay Transitions Example Awesome Collection Of Transition .... 022 Transitional Words And Phrases Help An Essay To Flow More Smoothly ... Transitions Essays Transitions Essays
Organizational Change and Stress ManagementSource Jeff Moore.docxalfred4lewis58146
This document discusses organizational change and stress management. It begins by identifying forces that drive organizational change, such as changes in technology, competition, and social/economic trends. It contrasts planned, intentional changes from unplanned changes. Sources of resistance to change are then described, including individual factors like fear of the unknown and organizational inertia. Finally, the document outlines approaches to managing change, such as education/communication, participation, facilitation, negotiation, manipulation, coercion, and therapy/support. It concludes by defining stress and its impacts, and contrasting individual vs organizational approaches to managing stress.
Essay on the difference between civil law and common law systems .... Law essay - Write My Custom Paper.. Writing Guides, Law Essays and Case Briefs | CustomEssayMeister.com. Essay (Final) - LAW101 Research Assignment - INTRODUCTION Since the .... What you can get from a law essay writing service by Alberto Morris - Issuu.
2015 august presentation stockholm mba programmhan mesters
The document discusses strategic business planning in the 21st century amid disruption from technological changes. It notes that we have moved from an era of change to a change of era, with exponential technological advances like computing, communication, and data storage transforming business models. Institutions face challenges to their gross margins, unique selling points, and value propositions. To adapt, companies must focus on their purpose and creating value through innovation, agility, and a culture that attracts top talent. Metrics need to assess future potential, not just past financials. The rise of startups and networks means disruption is here to stay.
IBM underwent a decade-long transformation beginning in the 1990s:
- Facing declining revenues in the 1990s, IBM shifted from a product-focused to a service-focused business model.
- Under CEO Lou Gerstner, IBM shed its low-margin businesses and invested heavily in software and global IT services.
- This transformation was completed under CEO Sam Palmisano, returning IBM to growth and profitability.
Tom Peters at Transforming Work, Life, & Organizations conferencebizgurus
The document discusses concepts related to excellence and innovation in organizations. It provides examples of how organizations can:
1) Embrace change, diversity of thought, risk-taking and rapid experimentation to drive innovation. Mistakes and failures should be seen as opportunities to learn.
2) Pursue decentralization, clear goal-setting, accountability and rigorous execution to achieve strategic objectives.
3) Continually move up the value chain by shifting from goods to services, solutions, experiences, and transforming customers' organizations.
Behavioral SafetyBehavioral Safety
I
Human
Error
A closer look at safety’s next frontier
By Dan Petersen
www.asse.org DECEMBER 2003 PROFESSIONAL SAFETY 25
IN THE U.S., ORGANIZED ATTEMPTS to prevent or
control workplace injuries have existed for a long time,
probably starting in the railroad industry in the 1800s.
But the real attempts in general industry were rela-
tively weak until the early 1900s. With the passage of
workers’ compensation laws in several states between
1908 and 1911, injuries became a cost to organizations.
This provided the impetus to do something about it.
The financial incentive gave birth to “safety pro-
grams” and “safety engineers,” and to both the
National Safety Council and ASSE. What began in the
1900s is starkly different from the safety systems of
today. As technology has changed, as management
theories have evolved, so has safety programming. It is
true that safety seems to change more slowly than
technology or management concepts; it seems to lag by
20 or 30 years, and is influenced less by good research
and experimentation than by the economy, govern-
ment dictates and people selling new “solutions.”
Consider the many safety approaches that have
been used:
•physical condition approach, 1911 to present;
•industrial hygiene approach, 1931 to present;
•“unsafe act” approach, 1931 to present;
•management approach, 1950s to present;
•noise control approach, 1954 to present;
•audit approach, 1950s to present;
•system safety approach, 1960s and currently;
•OSHA physical condition approach, 1971 to
present;
•OSHA industrial hygiene approach (when the
OSHA chief was an industrial hygienist);
•other OSHA approaches, depending on the year
and the current emphasis;
•ergonomic approach, anticipating an OSHA
standard;
•“safety program” approach, anticipating an
OSHA standard;
•environmental approach;
•total quality management thrust, using statisti-
cal process control;
•behavioral approach.
None of these were fads—they were real attempts
to control losses. They are all still used today as part
of safety technology. They are layers of things that
must be done. Since safety staffs are now much
smaller, management staffs have been cut and
employee staffs downsized, choices must be made.
In all of these approaches, one thing that has not
been tried is understanding the true cause of most
injuries—human error. Chapanis begins one of his
articles with the following case history:
In March 1962, a shocked nation read that six
infants died in the maternity ward of the
Binghampton New York General Hospital
because they had been fed formulas prepared
with salt instead of sugar. The error was traced
to a practical nurse who had inadvertently
filled a sugar container with salt from one of
two identical, shiny, 20-gallon containers stand-
ing side by side under a low shelf, in dim light,
in the hospital’s main kitchen. A small paper
bag pasted to the lid of one container bore the
word “Sugar” in plain handwriting. The ...
The document discusses key aspects of organizational management and success. It describes how the business environment changed dramatically in the late 1990s through a "Silent Revolution" across five fronts: information flowed more freely, the geographic reach of companies and customers expanded, basic demographic assumptions were upended, customers took more control, and defining walls between industries fell. This created new challenges for management in the 21st century knowledge-based economy.
- Productivity gains in American businesses in the early 2000s were actually losses, as companies prioritized short-term gains over long-term sustainability. To boost productivity statistics, many fired employees and shipped goods from existing stockpiles rather than prioritizing customers, quality, and innovation.
- The focus on "shareholder value" and quarterly performance led CEOs to cut costs through mass layoffs while rewarding themselves handsomely. This undermined company cultures and destroyed trust between management and employees.
- By 2008, many formerly great American companies had been hollowed out, with experienced workers laid off and important tacit knowledge lost. Overworked remaining employees faced stagnant wages as corporate profits soared, contributing
1. Provide your position on what theorist is most relatable to you.docxjeremylockett77
1. Provide your position on what theorist is most relatable to your ideology and values. Respond to two other students’ comments seeking further explanation of their position and consequences of their thoughts.
· Dr. Thomas Sowell - Imperfections of the Market
· POLITICAL THEORY - John Maynard Keynes
· POLITICAL THEORY – Friedrich Hayek
2. Every decision has an Opportunity Cost due to the nature of scarcity, there is always a better alternative not chosen, therefore, there is always an opportunity cost. “The opportunity cost of an alternative is what you give up to pursue it” (Froeb, McCann,Shor & Ward, 2016). When you go to a Maroon 5 concert, you give up $100 of benefits you would have received if you had gone to a Beyoncé concert. Also, you would also avoid $80 of cost for the Beyoncé concert. According to the definition below, the opportunity cost of seeing Maroon 5 concert is $100 - $80 = $20. Please delve into the statement there are always opportunity costs. How can an individual make the best decision? Is there a best decision? Would one miss an opportunity not attending one of the concerts? Include a minimum of one reference.
3. Millennials are renting offices sharing costs to reduce their overhead expenditures and overall efficiency. What are the disadvantages and advantages of economies of scales? Give examples of your local establishments that use shared locations to decrease costs, i.e., Taco Bell and KFC. Include a minimum of one reference.
4. Article: Understanding the Impact of Transportation on Economic DevelopmentHow can the growth of intermodal transportation affect the product’s supply and demand? Discuss the major points of the article. How do transportation costs affect others? Please be specific. Discuss increases and decreases in supply and demand. Include a minimum of one reference
5. Behavior economics is a relatively new concept that was developed by Daniel Kahneman and Amos Tversky and is known as the prospect theory. The prospect theory posits that consumers are inspired by the comparison of prices to the reference price rather than the actual price. Please discuss why managing price expectations is as important as managing price. Please give three examples of local restaurants using prospect theory. Include a minimum of one reference.
6. This link explicitly discusses the theme behind the game theory. Please discuss the principles associated with this theory, as well as, how the classical game theory can be contained. Does the game theory in your opinion support the corporate’s strategy? When should the prisoner dilemma be used? Include a minimum of one reference.
7. Will there be a global economic crisis in a world of significant uncertainty? Please review the article from Goldman Sachs, Landing the Plane. Where are we headed the next few years of uncertainty and risks? What are the five greatest current global economic challenges? How will they affect the US economy? Include a minimum of one ...
5 Tips For Teaching Essay Writing To ESL Students -Valerie Felton
This document provides instructions for creating an account and submitting assignment requests on the HelpWriting.net website. It outlines a 5-step process: 1) Create an account with an email and password. 2) Complete an order form with instructions, sources, and deadline. 3) Review bids from writers and select one. 4) Review the completed paper and authorize payment. 5) Request revisions until satisfied with the work. The purpose is to guide users through obtaining writing help services from HelpWriting.net.
Beautiful Objective Writing Worksheet Background - SIoulia King
The document provides instructions for creating an account on the HelpWriting.net site to request writing assistance. It outlines a 5-step process: 1) Create an account with a password and email. 2) Complete a form with assignment details. 3) Writers will bid on the request and the client can choose a writer. 4) The client will receive a paper and can request revisions if needed. 5) HelpWriting.net promises original, high-quality content and refunds for plagiarized work.
HBR.ORG APRIL !## REPRINT R!!#GFAILURE LEARN FROM ITJeanmarieColbert3
Near misses, or small failures that cause no immediate harm, often precede major crises and disasters. However, people tend to ignore or normalize near misses due to cognitive biases. The document discusses three examples where organizations failed to learn from numerous near misses: Apple's antenna issues with the iPhone 4, Toyota's unintended acceleration complaints, and JetBlue's risky strategy of keeping planes on the tarmac during bad weather. In each case, latent errors combined with enabling conditions to eventually cause major crises that could have been prevented by addressing issues flagged in prior near misses. The document advocates learning from near misses to improve operations and avoid potential catastrophes.
This document discusses the mining of coltan in the Congo and its role in funding conflict in the region. It has claimed up to 5 million lives. It then summarizes Jim Collins' book "How the Mighty Fall" which outlines 5 stages of decline for companies: 1) Hubris born of success 2) Undisciplined pursuit of more 3) Denial of risk and peril 4) Grasping for salvation 5) Capitulating to irrelevance or death. It also discusses 6 fatal mistakes that led to the downfall of Circuit City, including arrogance, real estate decisions, expanding into appliances, changing their commission model, delayed entry into online retail, and issues with talent retention.
The document discusses five false assumptions companies often make about crisis management:
1. Having an operational plan is not the same as being prepared for an organizational crisis that violates public trust.
2. One size does not fit all - operational plans cannot contain an organizational crisis in the same way.
3. People are not entirely rational and emotions often overwhelm reason in a crisis.
4. Experienced executives may default to habitual responses that make the crisis worse rather than knowing what to do.
5. Behaviors that led to success in normal times will not necessarily work during a crisis when the rules have changed.
Tim Van De Vall - Comics Printables For KidsValerie Felton
This document discusses the career of Michael Jordan and his rise to prominence both on and off the basketball court. It notes that early in his career some doubted Jordan's status, but that he quickly proved himself as the driving force behind the success of the Chicago Bulls franchise. The document also outlines Jordan's growing business success and wealth, noting he has the potential to become the world's first athlete billionaire. It concludes that Jordan now needs only a single name for global recognition, a status achieved by very few public figures.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
Buy Verified Payoneer Account: Quick and Secure Way to Receive Payments
Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
If You Want To More Information just Contact Now:
Skype: SEOSMMEARTH
Telegram: @seosmmearth
Gmail: seosmmearth@gmail.com
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
1. Tom Peters/0331.12
Systems Have Their Place: SECOND Place
“With ISO 9000 [quality standards] you can still have terrible products.
You can certify a manufacturer that makes life jackets from concrete,
as long as those jackets are made according to the documented
procedures and the company provides next of kin with instructions on how
to complain about defects. That’s absurd.”—Richard Buetow, Motorola
“If I could have chosen not to tackle the IBM culture head-on,
I probably wouldn’t have. My bias coming in was toward strategy,
analysis, and measurement. In comparison, changing the attitude
and behavior of hundreds of thousands of people is very, very hard.
[Yet] I came to see, in my time at IBM, that culture isn’t just one aspect
of the game—it is the game.”—Lou Gerstner, former chairman, IBM
The research that eventually resulted in the publication of In Search of Excellence began
in 1977. The story is rather long, but the bottom line is that American business was under
frontal, and successful, assault, mainly from quality-obsessed Japanese enterprise. The
problem, in my and my colleagues’ view, was largely one of misdirected priorities—
namely, American managers’ emphasis on business strategy and “the numbers first and
foremost” at the expense of people and quality and execution. Eventually, my partner
Bob Waterman and I locked onto a group of American companies (subsequently labeled
“the excellent companies”) that were “doing it right,” and had never lost their focus on
the basics. Our shorthand for the research results was captured in six words: “Hard is
soft. Soft is hard.”
Hard is soft: The typical base of “modern management” had become numbers and
systems. Yet there is nothing easier than fudging the numbers (look at the likes of Enron
and Lehman Brothers); and, alas, most systems quickly become hothouses for
exponentially increasing and inevitably debilitating bureaucracy. That is, these “hard”
ideas, the bread and butter of MBA programs and consultancies, are anything but “hard,”
inviolable truths. Both numbers and systems are, to be sure, unquestionably imperative
for running the small business as well as the giant—but they are not the bedrock.
Note: This paper indirectly stems from the current American presidential primaries. Two candidates suggested that the
Department of Defense’s wasteful ways could be curbed by ordering the adoption of “6-sigma management.” Having
put in two years of Pentagon duty as a naval officer (1969-1970), I was struck by the hilarity of such a notion; I’d
observed the “adoption” of miracle systems before in the DOD (PPBS/Program Planning and Budgeting System, the
brainchild of Robert McNamara), and watched their inevitable byproducts—more bureaucracy and more waste,.
Moreover, ideas like this, and the issues associated therewith, are near the heart of my last 35 years of professional
work. Hence, with some outside urging, and with no political axe to grind on this score, I prepared this brief paper.
1
2. Soft is hard: We did discover bedrock. It came in the form of deep-seated respect for the
work force; managers who were out of their offices and engaged where the work was
done (“MBWA,” or Managing By Wandering Around, as Hewlett-Packard called it); an
abiding emphasis on trying it (whatever “it”!) rather than talking it to death and then
accepting the failures that accompany “a bias for action” as we labeled this phenomenon;
keeping constantly and intimately in touch with customers; and “managing” via a small
set of inviolable core values. These “soft” ideas, largely absent AWOL on the American
management scene circa 1980, were in fact the “hard” infrastructure of excellence.
Paralleling our work, the quality “movement” took off, and enough “quality gurus”
sprouted to fill a sizeable sports stadium. Without a shadow of doubt, the newfound
emphasis on quality produced a raft of scintillating success stories—some of which
produced extraordinary growth in profitability and market share. Yet a closer look reveals
that for every quality program success there were scores of misfires—programs, often
absorbing vast amounts of time and sums of money, that produced little or nothing in the
way of better quality or improved financial results, and in some situations made a
slumping organization even more sluggish.
Though it’s dangerous to make such an assertion, in my view there was a singular reason
for the mixed bag of results; and it was predictable from our excellence research—too
much reliance on the apparently “hard” procedures of, say, six-sigma programs and not
enough attention to those underlying, apparently “soft” attributes such as the respect for
and engagement of the workforce.
To support my point, I’ll offer up nine case studies of quality programs, often in
incredibly resistant environments, that did produce remarkable results. It turns out that
they have two principal elements in common:
*Passionate local leadership
*A bedrock corporate culture that supports (or comes to support) an ethos of superior
quality work and, indeed, excellence as standard fare.
(There is a tenth case study, which focuses on failure—that is the at least short-term
demolition of a culture of quality that had previously consistently produced earth-
shattering results.)
Herewith the cases:
Case #1/United States Air Force Tactical Air Command/GEN Bill Creech/“Drive by”
Case #2/Milliken & Company/CEO Roger Milliken/the 45-minute ride
Case #3/Johns Hopkins/Dr. Peter Pronovost/checklists
Case #4/Commerce Bank/CEO Vernon Hill/RED button
Case #5/Veterans Administration/“culture of hiding”
Case #6/Mayo Clinic/Dr. William Mayo/“100 times better”
Case #7/Toyota/growth or bust
2
3. Case #8/IBM/CEO Lou Gerstner flummoxed
Case #9/Germany’s Mittelstand/in the genes
Case #10/Department of Defense/ASD Bob Stone/“Model Installations”
Case #1/United States Air Force Tactical Air Command
You’ve doubtless seen or heard of “flyovers”—the U.S. Air Force Thunderbirds or the
Navy’s Blue Angels honor some significant event with their spectacular aerobatics. But
how about the “Drive bys”?
General Bill Creech was the 4-star general who commanded the USAF’s Tactical Air
Command. He was a nut about improving the quality of everything—and wildly
successful at doing just that. (He increased battle-readiness dramatically—and in the
process also saved a bushel of money.) Sure, there were new systems and procedures. But
they were, in fact, the least of it. For example, Creech figured that the key to quality was
not the high-visibility USAF pilots, but, rather, the supporting cast of thousands that
stood behind them such as the brilliantly trained mechanics and technicians and
logisticians. Like most supporting casts, these folks were effectively invisible, defining
“un-sung” in its literal meaning. Creech moved heaven and earth to change all that.
Among other things, at TAC’s Langley, VA, headquarters he had regular “Drive bys.”
The mechanics and others would polish their gear and spit shine their shoes and vehicles
and, with families and friends and the brass in attendance, hold a celebratory event in
which the supporting staff and equipment would parade “full dress” around the base
grounds. There were a hundred things like this, quintessential “soft” things, that added up
to a matchless, “all hands” enthusiasm for and commitment to quality work—with no less
than staggering results. Moreover, Creech developed a cadre of acolytes, generals who
subsequently infused this ethos into other commands.
While the new systems that supported the quality program were imperative, it was
the new “culture” of all-hands engagement, quality-or-bust as only acceptable
outcome, and General Creech’s passionate, dogged personal engagement that made
the difference.
(NB/Small world: Oddly enough, as I was writing this I ran into, on a hike in New
Zealand, a retired USAF pilot. Unbidden, he got to talking about the F-16 rides he’d
given to low-ranking airmen who’d performed their supporting work notably well. “I
really took those rides seriously, Tom, as seriously as a combat-training sortie,” he said.
“We were really trying to honor the amazing work these guys were doing that kept us
flying.” At the time of his comment, he had no idea that I’d ever heard of General Creech
or, for that matter, TAC!)
3
4. (NB: In this paper, I chose to use the likes of “Six-Sigma,” TQM/“Total Quality
Management,” “Deming Principles,” Crosby’s “Do It Right the First Time,” and General
Creech’s own “Six Pillars” interchangeably. As a result, many readers will doubtless
scream bloody murder. But my point is simple: Systems are terribly important! But it
really doesn’t matter much which one, among the tested ones, you choose—as long as the
culture is “right” and the passionate-determined leadership is in place.)
Case #2/Milliken & Company
I met Bill Creech and Roger Milliken at about the same time, in the mid-80s. Roger ran
Milliken & Co., the textile giant performing brilliantly against all odds. In dedicating my
1987 book Thriving on Chaos to him, I called Milliken & Co.’s commitment to quality
the best I’d ever seen. There was indeed a “quality guru” (Phil Crosby, as I recall), and
systems had been installed, damn good ones. But, make no mistake, the “culture of
quality” that Roger Milliken installed and oversaw with unrelenting determination made
all the difference.
Consider one small, but typical example. When, say, a plant manager arrived at the
airport nearest to corporate headquarters, he would invariably be met by “Mr. Milliken,”
as the boss was called by all except his brothers, and a 45-minute ride would ensue—just
the two of them and the driver. The plant manager knew what was coming—a non-stop
grilling by Mr. M. on one and only one topic, progress since the last grilling on the
quality program. It was a good idea in terms of your future welfare to have something—
45 minutes of significant somethings!—to say on the way to Spartanburg, SC.
And now consider one big example. Milliken was hierarchical to a fault. Yet when Roger
decided to create the role of company president, he passed over all the long- and
faithfully serving top candidates and selected Tom Malone. Malone had run a small
unit—but had become ardent cheerleader-in-chief for the most successful implementation
of the quality strategy in the multi-billion dollar company. The signal Tom’s “deep dip”
promotion sent? Very loud and very clear: Get aboard the quality culture train ... or else.
Quality guru? Yes, Milliken had one. Supporting systems? Yes, good ones. But the
defining difference was sustained and unwavering leadership from the top and the
development of a quality culture in the face of the industry “culture,” which was, in
effect, exclusively focused on cost cutting.
4
6. Case #3/Johns Hopkins
Patient safety is a hot topic, as it well should be—depending on how you add up the stats,
American hospitals alone kill 100K to perhaps even 500K of us per year via unforced
errors. Near the head of the parade of crusaders for change is Johns Hopkins’ Dr. Peter
Pronovost, appropriately called the father of the widely touted use of “checklists” in
hospitals—and said by one high and mighty source to have saved more lives than any
other doctor in America. Used appropriately, and they very slowly but somewhat surely
are coming to be, checklists can result in mind-boggling reductions in errors—e.g., 80%
or 90% or even more in places of consequence.
The key phrase, however, is “used appropriately.” In his book (with Eric Vohr) Safe
Patients, Smart Hospitals, Dr. Pronovost takes us through the trials and enormous
tribulations of “getting checklists right”—i.e., unleashing the full potential of this
“obvious” tool, initially at a renowned institution where the traditional medical hierarchy
was deeply entrenched. The key, as is invariably the case in such circumstances, was
tackling, and then, over time, dramatically altering “institutional culture.” For one
example among dozens, or hundreds, nurses must be permitted—required!—to
immediately intervene with docs who skip checklist steps. Talk about 20 megaton
“culture change” in an environment where all too many docs treat the likes of nurses with
blatant disrespect!
At one point in the book, Dr. Pronovost reflects, “When I was in medical school, I spent
hundreds of hours looking into a microscope—a skill I never needed to know or ever use.
Yet I didn’t have a single class that taught me communication or teamwork skills—
something I need every day I walk into the hospital.” Indeed it is precisely the likes of a
rare “culture of teamwork,” or the characteristic absence thereof, that makes the
apparently straightforward implementation of the “simple” checklist rise or fall.
The importance of the “system,” that is the checklist per se, is irrefutable! Usefulness
of the checklist without culture change, however, is marginal or zero or even a step
back. (That is, done wrong the checklist becomes another mandated bureaucratic
annoyance—which may well worsen rather than improve the already lousy co-
ordination among key actors such as doctors and nurses.)
6
7. ********************************
“When I was in medical school, I spent
hundreds of hours looking into a microscope—
a skill I never needed to know or ever use. Yet I
didn’t have a single class that taught me
communication or teamwork skills—
something I need every day I walk into the
hospital.”—Dr. Peter Pronovost
********************************
Case #4/Commerce Bank
Commerce Bank (now part of TD Bank) created a revolution of sorts in East Coast
consumer banking by creating an atmosphere that welcomed customers at a time when
most banks seemed to be going out of their way to alienate their retail clientele. In this
“case-lette” I’ll focus on one tiny part of one customer-friendly system. Founder Vernon
Hill (with Bob Andelman), in Fans! Not Customers. How Commerce Bank Created a
Super-growth Business in a No-growth Industry, explains: “Every computer at
Commerce Bank has a special RED KEY on it that says, ‘Found something
stupid that we are doing that interferes with our ability to service the customer? Tell us
about it, and if we agree, we will give you $50.’”
It’s a “system,” sure, but it’s 95% a transparent “culture-enhancement device”—the
focus is on attitude far more than process. That is, the message is, “For God’s sake, we
beg each and every one of you to please help improve the quality of the customer
experience!”
7
8. Case #5/Veterans Administration
Surprising many, Veterans Administration hospitals again and again rank at the top of
every list on patient safety/quality of care evaluations. One key reason is the success of
the VA staff at developing an understanding of the nature and source of medical errors.
That sounds obvious, but as things are, the health care system in general seems perversely
designed to keep people (docs, etc.) from admitting and, thence, analyzing errors. The
VA’s Ken Kizer calls it a “culture of cover-up that pervades healthcare.” It contrasts
sharply with the airline industry. “When a plane crashes,” says James Bagian, M.D., and
former astronaut, now working with the VA, “they ask, ‘What happened?’ In medicine
they ask: ‘Whose fault was it?’”
The VA frontally attacked this pervasive and deadly “culture of cover-up”—and replaced
it with a “culture” based on learning from errors. The new idea, as brilliantly reported in
Phillip Longman’s Best Care Anywhere: Why VA Healthcare Is Better Than Yours,
was “looking for systematic solutions, not seeking to fix blame on individuals except in the
most egregious cases.” The good (incredible!) news was that as the culture change around
admitting errors/learning from errors was established and as the process came to be seen
as trustworthy, there was a resulting a thirty-fold increase in the number of medical
mistakes and adverse events that got reported to the “Patient Safety Event Registry.” And
the exponentially greater understanding of the source and nature of errors lead in turn to
procedural alterations that make the VA the shining example it has become.
Once more the story is indeed one of a spectacularly useful “system” … enabled,
however, only by mind-boggling, “genetic”-level culture change which in turn was
enabled by a grassroots-led, passionately pursued (for over a decade) revolution.
********************************
Success Key #1: Directly confronting the
deeply entrenched “culture of cover-up”
that pervades medical practice at all levels.
********************************
8
9. Case #6/Mayo Clinic
Dr. Pronovost may not have had any team training, but there are a few examples of
healthcare organizations that “got it right from the start.” One of the two core values
instilled by William Mayo (Mayo Clinic) in 1910 was, effectively, practicing team
medicine. (Designing the practice around the patient, or “patient-centric care” as some
call its rare manifestation today, was the other core value.)
The potency of a team-based culture? Consider this from Dr. Nina Schwenk, a Mayo
newcomer: “I am hundreds of times better [than in my prior hospital assignment]
because of the support system. It’s like you are working in an organism; you are not a
single cell when you are out there practicing.” (Yes, that’s not a misprint: “hundreds of
times better.”) Such a culture lends itself to the safer and more effective practice of
medicine, for which Mayo may have no worldwide peers.
To be sure there are numerous formal systems at Mayo, but the healthful elixir that
matters is a peerless culture of co-operation—that dates back to William Mayo’s
inspired leadership a century ago.
(NB: The Mayo examples come from Leonard Berry and Kent Seltman’s superb
Management Lessons from Mayo Clinic. In fact I cannot resist one more jaw-dropping
“cultural” commentary from Berry and Seltman. It typically boggles the mind of
healthcare professionals in my seminars, who are used to the strict separation of
disciplines and hierarchies of authority and power in their own institutions. To wit: “A
Mayo surgeon recalled an incident that occurred shortly after he had joined the Mayo
surgical staff. He was seeing patients in the Clinic one afternoon when he received from
one of the most experienced and renowned surgeons on the Mayo Clinic staff. The senior
surgeon stated over the phone that that he was in the operating room performing a
complex procedure. He explained the findings and asked his junior colleague whether or
not what he, the senior was planning seemed appropriate. The junior surgeon was
dumbfounded that that he would receive a call like this. Nonetheless, a few minutes of
discussion ensued, a decision was made, and the senior surgeon proceeded with the
operation. ... A major consequence was that the junior surgeon learned the importance of
inter-operative consultation for the patient’s benefit even among surgeons with many
years of surgical experience.”)
(NB: And one more, per my lights, blockbuster: The authors report that in the course of
many interviews, the candidate is asked to describe a successful project she or he led. The
interviewers make careful note of the frequency with which the candidate uses
“We”rather than “I” to describe her or his team’s activities!)
9
10. ********************************
“I am … hundreds of times … better
[than in my prior hospital assignment] because of
the support system. It’s like you are working in an
organism; you are not a single cell when you are
out there practicing.”—Dr. Nina Schwenk
********************************
Case #7/Toyota
Toyota’s systems have long been the envy of the world—ensuring quality matched by
none. Or so was the case for several decades. In the last few years, alas, Toyota has
become a poster child for quality problems, some of which are purported to have resulted
in fatalities. While it’s absurd to pin a problem of this magnitude on a single variable, it
seems almost certainly to be more or less the case in this instance.
Closing in on stumbling GM, Toyota pulled out all the stops in a rush to become the
world’s largest car company. While the objective was achieved, it seems to have come at
the expense of a proud culture of quality and excellence being replaced by a culture of
more along the lines of “growth at all costs.”
As a result of the mis-steps, which clearly dented customers’ faith in the product, top
leadership was revamped, apologies were made by the Toyoda family, and new family
leadership was installed at the top.
When we speak of Japan’s enterprise success, particularly in the quality and
continuous improvement arena, we talk often of systems—“CI”/continuous
improvement or “lean production” or the Deming Principles. Dr. Deming’s approach
did work miracles in Japan, but the lessons extracted therefrom were misleading.
Deming may have had a scheme, but it was based almost entirely on an enabling
“corporate culture”; moreover, in Japan, the existing national culture and approach to
work were tailor made for implementing Deming’s prescriptions. Of course, as
suggested in this brief example from Toyota, even the most effective of corporate
cultures can be torpedoed—though one suspects that the deep roots of the longtime
effective culture will result in a rather rapid comeback.
10
11. Case #8/IBM
I first met Lou Gerstner when I was at McKinsey & Co. in the late ’70s. The phrase
“tough as nails” was invented for the likes of Lou. Only GE’s Jack Welch, among CEOs
I’ve met, including generals who ran their nation’s armed forces, is in the same league.
Gerstner, was also the quintessential McKinsey proponent of “Gimme the facts, period.”
He was, in short, an analyst’s analyst—and a superb one at that. My work on organization
effectiveness was in its infancy, and though mandated by the Firm’s managing director,
Gerstner though it was, well, crap. Too “soft” by an order of magnitude!
Time passed, I co-wrote a book about excellence with Bob Waterman (our motto, recall,
was “Hard is soft. Soft is hard.”), and Gerstner after a couple of very successful stops-at-
the-top, such as American Express, was called in as CEO to save (or dismantle) a
staggering IBM. His success was mindboggling, and like so many CEOs in those days, he
wrote about it after the fact; i.e., Who Says Elephants Can’t Dance. No surprise, I was
completely taken by a paragraph that appeared in the introduction:
“If I could have chosen not to tackle the IBM culture head-on, I probably wouldn’t have.
My bias coming in was toward strategy, analysis, and measurement. In comparison,
changing the attitude and behavior of hundreds of thousands of people is very, very hard.
[Yet] I came to see, in my time at IBM, that culture isn’t just one aspect of the game—it
is the game.”
Gerstner extolling the utter inescapable necessity of whole sale culture change? You
could indeed have knocked me over with the proverbial feather! Though not directly on
the topic of quality, this is in many ways the crowning example in this brief set. Did
Gerstner forget about the analytics during his decade-long sojourn at IBM? You gotta
be kidding! His love affair with the “hard facts” was never far from the surface. And
yet, he faced the hardest of all facts, namely that “soft” really is “hard.” That without
tackling the bedrock (hard, eh?) culture issues, a dramatic shift in corporate
performance, even survival, was not possible. Lou also came to appreciate that to make
such a change he absolutely needed voluntary buy in, not merely a mandate from the
top, “In the end,” he said in the book, “management doesn’t change culture.
Management invites the workforce itself to change the culture.”
Lou Gerstner?
“Invite”?
Wow!
11
12. “Yet I came to see in
my time at IBM that
culture isn’t just one
aspect of the game—
it is the game.”—Lou Gerstner
12
13. Case #9/Germany’s Mittelstand
Germany’s extraordinary economic performance, particularly as high-end manufactured
products exporter, is not by and large built on the backs of a few giant institutions such as
Siemens or Daimler Benz. Instead the bedrock is a stellar set of middle-sized firms—the
so-called Mittelstand. I studied them closely and even did a PBS television special
featuring several Mittelstand firms—it was more or less their first American “public”
exposure.
The world of “management thinking,” at the time of my Mittelstand research, in about
1990, was as always awash in buzz phrases—none more than “empowerment.” Yet as I
toured the German firms, I never heard “empowerment” (in English or its German
equivalent) or “continuous improvement” or their ilk. Never = Never. Over time I came
to appreciate what I think is the key success factor—and my work over the last 20 years
has reinforced that notion.
In a word (or words) ... respect/mutual appreciation. Superior quality is more or less
instinctive in German enterprise; and beneath that “instinctive,” it is a byproduct to a
significant degree of the ubiquity of the apprenticeship education and development
process. That process provides a common background and cultural appreciation of
superior workmanship among junior and senior workers and their junior and senior
bosses—all the way to the CEO. I observed a number of un-staged exchanges between
the CEO-owner (boss of a billion dollar firm) and a 19-year-old line employee that could
only be labeled as conversations among colleagues. That is, there is widespread respect
for and appreciation of craftsmanship and quality work and the initiative required to
make it all work—and hence no need for the big boss to call in pricey HR consultants and
launch an “empowerment initiative.” Could it be so simple? Of course not! On the other
hand, the commonality of my experience throughout visits to a half-dozen companies,
ranging from toymakers to machine-tool manufacturers, I believe strongly supports the
argument above.
I am hardly saying that systems and measures are not a big part of life in a Mittelstand
firm. I am suggesting that they play a supporting role to an incredibly powerful and
remarkably widespread national culture of quality work and self-managed employee
on-the-job performance, accountability, and growth.
Case #10/Department of Defense Model Installations
Bob Stone was the director of Vice President Al Gore’s mostly invisible and surprisingly
effective “re-inventing government” program. His approach at the White House was
developed a decade before. When I first met Bob, he was Deputy Assistant Secretary of
Defense for Installations, in effect responsible for the status and development of all of our
military facilities. He re-defined his DOD task as a headlong effort to achieve nothing
13
14. short of global excellence. His approach fascinated me—he turned his back on
“programs” and “systems,” though he is as much a conservative “systems guy” as anyone
I’ve met. In short, he knew from long and frustrating experience that “clever” new
systems and programs launched with promises of “transformation” were invariably
dead ends in government—that is, their main “products” were increased bureaucracy and
constant gaming.
Stone’s extraordinarily effective approach was built around a set of what he labeled
“Model Installations.” Given the size of the defense facilities establishment, he figured
that there were mavericks out there already doing it right, in fact very right, despite a
gazillion bureaucratic impediments; hence, rather than have “brilliant” staff analysts
invent “improvement programs,” he cited and publicly honored some small number of
stalwart bases as “Model Installations.” He “invited” (shades of Gerstner at IBM) others
to learn from the stars’ approaches—which had invariably produced results that put their
peers to shame. Stone succinctly captured the notion this way: “Some people look for
things that went wrong and try to fix them. I look for things that went right, and try to
build off them.” And build off them he did!
(Along the way, Stone did attend to the systems per se—and took gargantuan steps to de-
bureaucratize them. For example, the principal DOD facilities management guidance
document was reduced from 450 pages to eight pages! Stone told me he had wanted to
produce the 8-page version in a pocket-size format—however higher-level DOD
guidance, beyond his remit, would not permit official documents being printed and
distributed in such a revolutionary format.)
Once more, I’m not, to put it mildly, describing an environment short on systems and
procedures and measures—but I am describing a context in which local leadership
(the model-installation commanders) and a carefully nurtured culture of mutual
respect and appreciation excellence are the dominant drivers of success.
********************************
“Some people look for things that went wrong
and try to fix them. I look for things that went
right, and try to build off them.”—Bob Stone
********************************
14
15. 15
Systems Have Their Place: SECOND Place
These ten case studies capture the lion’s share of the organizational universe. E.g.: the
public as well as the private sector. Our fastest growing “industry,” healthcare, as well
as the poster child for embattled industries, textiles. Non-USA entities—Toyota and the
German Mittelstand—as well as American institutions. The stories are, obviously,
intentionally repetitive. They make the same point again and again: Systems and
procedures are necessary but no where nearly sufficient. In fact, in the absence of fired
up local leadership and a supportive organizational culture, elaborate systems can
readily become additional bureaucratic drag
To an extent, this discussion is pessimistic. There are no miracle cures. There are no
clever systems that will in and of themselves carry the day. If you don’t have an effective
culture taking the lead, you are pretty much doomed to irrelevance or steps back by
merely installing a system, no matter how ingenious or how highly touted it may be.
You’ve either got to have a supportive culture or take on an unsupportive one, though as
the final example from the Department of Defense suggests, you can use an indirect
approach—find and build off those extant rebels already doing it right in their nook or
cranny.
In the end: Hard is soft. Soft is hard. The traditionally viewed “soft” variables such as
“institutional culture” and “inspired leadership” are the principal keys to success—or
failure.
Golden Bay, New Zealand/31 March 2012