Successfully reported this slideshow.

The Outstanding Organization: The Power of Focus

8

Share

Loading in …3
×
1 of 35
1 of 35

The Outstanding Organization: The Power of Focus

8

Share

Download to read offline

Recorded webinar: http://slidesha.re/1mDoTtI

Subscribe: http://www.ksmartin.com/subscribe

To purchase the book: http://bit.ly/TOObk

Does your organization move together as one cohesive unit? Or do you experience conflicting priorities, misalignment, and a healthy dose of "organizational ADD?"

Business, government agencies, and non-profits aren't immune to the fact that FOCUS is a key success factor in any excellence-seeking endeavor. From focused improvement plans to focused project and meeting management, creating a plan that helps you avoid unnecessary distractions and, more importantly, managing that plan is a key to becoming an outstanding organization.

In this webinar, you'll learn the organization costs that the lack of focus produces and ways to create a plan with sticking power, enabling you boost improvement results and organizational performance to boot.

Recorded webinar: http://slidesha.re/1mDoTtI

Subscribe: http://www.ksmartin.com/subscribe

To purchase the book: http://bit.ly/TOObk

Does your organization move together as one cohesive unit? Or do you experience conflicting priorities, misalignment, and a healthy dose of "organizational ADD?"

Business, government agencies, and non-profits aren't immune to the fact that FOCUS is a key success factor in any excellence-seeking endeavor. From focused improvement plans to focused project and meeting management, creating a plan that helps you avoid unnecessary distractions and, more importantly, managing that plan is a key to becoming an outstanding organization.

In this webinar, you'll learn the organization costs that the lack of focus produces and ways to create a plan with sticking power, enabling you boost improvement results and organizational performance to boot.

More Related Content

Related Books

Free with a 14 day trial from Scribd

See all

Related Audiobooks

Free with a 14 day trial from Scribd

See all

The Outstanding Organization: The Power of Focus

  1. The Outstanding Organization: The Power of Focus Presenter: Karen Martin Webinar April 5, 2012
  2. Visit http://vimeo.com/39887415 to listen to the recorded webinar for this material.
  3.  Founder, Karen Martin & Associates, LLC (1993)  Lead Lean transformations in the service sector and office areas within manufacturing  Teaches at University of California, San Diego’s Lean Enterprise program  Email: karen@ksmartin.com  Twitter: @karenmartinopex  Facebook: www.facebook.com/karenmartinassoc Karen Martin, Principal July 2012
  4. We need to improve how we improve. 4
  5. Mindsets & Behaviors 5
  6. Lack of Clarity Lack of Focus Lack of Discipline Lack of Engagement 6
  7. The Outstanding Organization Business Results Problem Solving Improvement Continuous Resilience Core Capabilities CHOS April 5 May 3 May 17 7
  8. Lack of Clarity Lack of Focus Lack of Discipline Lack of Engagement 8
  9. Distraction Kills 9
  10. Booz & Company Findings 90% 82% 80% 70% 64% 60% 49% 50% 40% 30% 20% 10% 0% No written… Conflicting… Competing demands 10
  11. “The difference between successful people and very successful people is that very successful people say no to almost everything.” — Commonly attributed to Warren Buffett 11
  12. By Instilling Greater Focus, ThedaCare Doubled its operating margins without layoffs during a period where 74%of hospitals reported reduced margins ThedaCare reduces initiatives from 31 to 4 12
  13. 70% Organization is attempting ―more than‖ or ―significantly more than‖ we can reasonable handle. Poll of 700+ Subscribers 13
  14. Apple’s Success ―…saying no to 1,000 things to make sure we don’t get on the wrong track or try to do too much. We’re always thinking about new markets we could enter, but it’s only by saying no that you can concentrate on the things that are really important.‖ — Steve Jobs 14
  15. Productivity (Pounds Produced / Hr Worked) 115.0 Pactiv 108.0 Implements Strategy 105.9 Deployment 101.0 95.2 94.0 93.0 90.6 87.0 86.3 84.8 80.0 FY '06 FY '07 FY '08 FY '09 FY '10 YTD '11 15
  16. The Reality… …You CAN’T do it all – and do it well. 16
  17. 17
  18. The Myth of Multi-tasking • Not possible to do two conscious activities at once. • You are ―switch-tasking.‖ • David Meyer – University of Michigan – Engineers switched between projects 5-8 times per day – Each switch added 20 minutes of process time – If switch only 5x per day, adds 1.7 hrs per day or 407 hours (10 weeks) of process time per engineer – In company w/ 15 engineers = 3 FTEs* worth of labor. * FTE = Full Time Equivalent 18
  19. Not Convinced? Try this timed experiment. Multitasking is a lie. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 Round 1: Write M, 1, U, 2, L, 3, etc. Round 2: Write complete sentence, followed by numbers 1-18. Round 2’s time will be approximate half of Round 1’s. FTU = Full Time Equivalent 19
  20. Sporting Goods Manufacturer – Product Launches Per Year 80 73 70 60 No additional resources; 50 higher quality 40 products launched 30 24 20 10 0 Pre-Focus Post-Focus 20
  21. Rockwell Automation 25 20 20 Projects 15 Started 12 12 10 Projects 5 Completed 3 0 Pre-Focus Post-Focus 21
  22. Where We Need To Instill Greater Focus Organization Division/Business Division/Business Division/Business Unit Unit Unit Department Department Department Department Department Department Individual Individual Individual Individual Individual Individual Individual Individual Individual Individual Individual Individual
  23. What is Your Improvement Strategy? 23
  24. Avoiding the Shiny Ball Syndrome (Organizational ADD) Requires… • Clarity – about what really matters. • Consensus – about what really matters. • Courage – to actively choose to “not do” or “not do now.” 24
  25. Improvement aligned with overarching business goals 25
  26. Avoiding the Shiny Ball Syndrome (Organizational ADD) Requires… • Clarity – about what really matters. • Consensus – about what really matters. • Courage – to actively choose to “not do” or “not do now.” 26
  27. Strategy Deployment Key Feature: Catchball What? How? Executive Who? Team When? What? How? Senior Who? Mgmt When? What? How? Middle Who? Mgmt When? What? How? Frontlines Who? When? 27
  28. Avoiding the Shiny Ball Syndrome (Organizational ADD) Requires… • Clarity – about what really matters. • Consensus – about what really matters. • Courage – to actively choose to “not do” or “not do now.” 28
  29. Annual Improvement Plan 1. Gain clarity around overarching business needs. 2. List everything you could do (and that you are doing). 3. Categorize into: – “Must-do, can’t fail” – Maybe – Eliminate 4. Decide what you will do – prioritize “maybe’s”; gain consensus. 5. Create plan. 6. Manage plan via weekly updates (may be able to reduce to monthly reviews – but be careful!). 29
  30. PACE Improvement Prioritization Grid 9 22 17 4 23 8 21 10 3 Easy 13 5 1 16 15 Ease of Implementation 20 14 19 6 7 11 2 18 12 Difficult High Low Anticipated Benefit
  31. Evolving Prioritization Grid Third dimension: Urgency Highest priority Mathematical Formula 0.7 0.6 0.5 Ease of Implementation 0.4 0.3 0.2 0.1 0 0 0.1 0.2 0.3 0.4 0.5 0.6 Potential Benefit Figure 3.1 - Prioritization Grid
  32. Annual Improvement Plan Company ABC Priorities FY 2012 FY 2013 Exec Tactical Priority Others Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Owner Owner MS-2 MS-1 Integrate DHR Begin Acct Brad P Ops Complete Complete New Travel Program Begin Complete Scott R Fred S Roll-out Roll-out Tablets to Begin & Brad P Installation Complete Lisa D, Complete 360 Marina, Begin Complete Justin C Steve R Roll-out SM, Tech, Hal, Doug Create Line-item Begin Complete Lisa B Mark C P.O.s Refinance credit Begin Scott R facility Complete ADP Begin Complete Gary O Roll-out Not Develop & Roll-out MS-1 MS-2 MS-3 Begin complete Steve C TBD Handheld 2.2 Clean Code Pilot Go live until 2013 Complete GPS RDs Cons., Begin Complete Steve C Roll-out HR, Fleet Complete "River" (One Soft) Begin Complete Lisa B Roll-out Develop Safety Begin Complete Gary O Program 32
  33. To create new ideas is a gift, but to choose wisely is a skill. — Ryan Morgan 33
  34. Release Date: July 8, 2012 (McGraw-Hill) Available for Preorder: www.bit.ly/km-too 34
  35. For Further Questions Karen Martin, Principal 7770 Regents Road #635 San Diego, CA 92122 858.677.6799 ksm@ksmartin.com Twitter: @karenmartinopex Monthly newsletter: www.ksmartin.com/subscribe 35

Editor's Notes

  • Jim Collins – Stop doing list.Matt May – The Laws of Subtraction“Not Do” List.
  • So Ari has his 12 natural laws of business – I have four. Instead we often find ourselves trying to maneuver within rather chaotic environments. We need to pay more attention to the fundamentals.There are four behavioral patterns that are required for excellence in any endeavor but are missing in many organizations. (click…)(I almost numbered these 1, 1, 1, and 1)Define each term - MG
  • I have noticed an alarming amount of ambiguity from big picture issues to the micro details of how an organization operations. At a macro level.. (next slide)
  • Distraction kills on the road and it kills in business as well.
  • Ongoing studyAri mentioned the Alice in Wonderland quote, which is in my next book – it doesn’t matter which path you take if you have no idea where you’re going.
  • Jim Collins – Stop doing list.Matt May – The Laws of Subtraction“Not Do” List.
  • This takes courage.
  • Notice these steep productivity gains achieving during a significant recession.
  • Now imagine how this plays out across an entire organization.Not keynotey - MG
  • So let’s say you don’t have immediate leverage over your exec team. While you’re influencing them, you can produce more local results by implementing these mindsets and behaviors at a more local level – say a single business unit, functional area, or work team.
  • Multi-tasking is a lie. David Meyer – studied engineers – switched tasks 5-8 times per day and took add’l 20 mins each time they did it. In a company with 15 engineers, that’s 3 FTEs of wasted labor.20-40% more projects completed by focusing on fewer at any given time.If you want to prove this to people – Have them write Multitasking is a lie and numbers 1-18. Dave Crenshaw The Myth of Multitasking.
  • So here is what our new organization will look like at the leadership level.My span of control remains the same, still with 7 direct reports.However, as I mentioned earlier, part of my objective is to create better, tighter and stronger alignment across the organization.This means that:All Service functions will organize under one leader.All Sales functions will organize under one leader.We’ll be adding dedicated focus to relationship management so we have a primary go-to person.We’re putting all administrative support functions together into one group.And we’ll be adding resources dedicated to Op Ex.Supply Chain and Strategy/Analysis are essentially unchanged.This is just a high level view, and I’m going to spend more detail on the areas with the most change. But before we look at individual boxes of responsibility, I’d like to share the overall design for how we’ll be approaching and organizing Sales and Service.This is a new model for how we’ll focus on and organize around the customer.
  • Consensus – disagree but commit.
  • ×