New Nurseries 2012

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Leadership team meeting February 6th, 2012

Transcript of New Nurseries 2012

  • 1. Achieving Business Excellence Understanding the Pattern of Business Success

2. This is a very special workshop

  • I have a ton to cover and I will go pretty fast.
  • 80% is in the book.
  • Please take notes and ask questions.
  • I am happy to answer any of your questions, offer advice and recommend books at any time.
  • Keep an open mind.
  • Work very hard take this seriously.
  • The slidesand workbook are already posted at:

3. 4. For the past 21 years 5. 6. Simplicity is the ultimate sophistication Leonardo da Vinci 7. Ownership Mentality 8. Do you have a clearly focused andwell-communicated strategy for success? Effective Strategy =Valued Differentiationx Execution 9. 10. Five Foundations ofEffective Strategic Thinking

    • Business Acumen
    • Personal Experience
    • Pattern Recognition
    • Strategic Insight
    • Disciplined Execution

2 11. The Four Is

  • Ignorance
  • Inflexibility
  • Indifference
  • Inconsistency

Page 2 12. How to avoid the Four Is

  • Aggressive external market focus.
  • Ridiculously high level of customer focus.
  • Keep the Main Things the main things.
  • Bullish on knowledge sharing and learning.
  • Teamwork is mandatory not optional
  • Passion and commitment at all levels.
  • Foster a healthy paranoia.
  • Revel in change.

Page 3 13. To get the most from our session together It is absolutely critical that you be brutally honest with yourself today . 3 So let's get started witha little self-test 14. Southwest One type of plane Point-to-point Fast turns Low fares / no frills Friendly staff 15. Dell BTO JIT Inventory turns Logistics vs. Technology VOC 16. 17. Southwest Dell WalmartWhat is the pattern?

  • Extreme Efficiency
  • Minimize Coststo as close to zero as possible w/o negative impact
  • All focused on delivering customer value

18. From the CEO of a little 172 billion dollar company Look, what is strategy but resource allocation? When you strip away all the noise, thats what it comes down to. Strategy means making clear-cut choices about how to compete. You cannot be everything to everybody, no matter what the size your business or how deep its pockets. You have to figure out what to say N O to. Jeffrey Immelt 19. 20. 21. (T + C + ECF) x DE =Success 22. Charlie Trotters 4 23. Lessons from seven top CEOs

  • Have an outside-in perspective
  • Be deeply passionate about your job
  • Understand the importance of culture
  • Create or adapt next generation products, processes and solutions
  • Implement the best ideas regardless of origin

4 From: What the Best CEOs Know by Krames Dell, Welch, Gerstner, Grove, Gates, Kelleher, Walton = 696 B 1-10 24. 25. The Toyota Way

  • Challenging Vision
    • We form a long-term vision, meeting challenges with courage and creativity to realize our dreams.
  • Kaizen
    • We improve our business operations continuously, always driving for innovation and evolution.
  • Genchi Genbutsu
    • We go to the source to find the facts to make correct decisions, build consensus, and achieve our goals at our best speed.
  • Respect, Challenge and Help your People and Suppliers
    • We respect others, make every effort to understand each other, take responsibility and do our best to build mutual trust.
  • Teamwork
    • We stimulate personal and professional growth, share the opportunities of development, and maximize individual and team performance.

5 26. 25 Top Companies = Results Rule WS: 5 27. $16,000,000,000 6 1. Collaborative Partnerships with Customers 2. Drive Unique Value and Growth through Innovation 3. Invest in People 4. Leverage Talent and Knowledge throughCommunication and Trust 28.

  • Lack of TRUST
  • Lack of candor
  • Lack of commitment
  • Lack of accountability
  • Lack of results

NIBT 29. Competence Respect Distrust Affection TRUST HIGH LOW LOW HIGH Concern 6 30. I am good at what I do and I do it because I care about you. 31. Is Your Company Up To Speed? Fast Company June 2003 Pages 7 - 8 32. Good to Great 9 K N L Pay The Price 33. Twice weekly surveys for five years of 2,000+ senior managers and executives at:

  • IBM
  • GE
  • Morgan Stanley
  • Merck
  • 3M
  • Microsoft
  • Heineken
  • MasterCard
  • Fidelity
  • Motorola
  • Ikon
  • American Express
  • Progressive
  • Bank of America
  • AT&T
  • SAP
  • Borders

9 34. Keys to effective management

  • Communicate clearly
  • Force the hard decisions
  • Focus on results
  • Remain flexible to change
  • Prove your value to the customer
  • Force collaboration
  • Rigorous but not ruthless

9 1 - 10 From: Think Big Act Small by Jennings 35. The Evergreen Project

  • 10 year study of 160 top companies
  • 40 distinct industries
  • 200 management practices
  • Winners, climbers, tumblers, losers
  • Winners had an average Total Return to Shareholders of 945%...The Losers only averaged a TRS of 62%

From:What (really) Works by Joyce, Nohria, Roberson 10 36. The Four Primary Practices:

  • A sharply focused, clearly communicated and well-understood strategy for growth.
  • Flawless operational execution that consistently delivers the value proposition.
  • A performance-oriented culture that does not tolerate mediocrity.
  • A fast, flexible, flat organization that reduces bureaucracy and simplifies work.

From: What (really) Works by Joyce, Nohria, Roberson 10 37. The SecondaryManagement Practices:

  • Talent = find and keep the best people.
  • Key leaders show commitment and enthusiasm for the business.
  • Embrace strategic innovation.
  • Master the power of partnerships.

From: What (really) Works by Joyce, Nohria, Roberson Score yourself on the 110 scale for all eight practices on page 10 38. Key Drivers of Business Success 11 Workshop Page 12 T olerate N othing L ess From: Practice What You Preach by Maister Global study: 16 countries 29 companies 139 offices 5,589 respondents FinancialPerformance Quality P&S & Customer Relationship Employee Satisfaction Empowerment High Standards Long-term Orientation Enthusiasm, Commitment, Respect Training & Development FairCompensation CR=104.12 CR= .404 CR=.334 CR=.277 CR=.275 CR=.249 CR=.280 Coaching CR=.285 CR=.371 CR=.365 CR=.191 CR=.247 39. What Inhibits Execution? National Survey of 4,000 Senior Executives

  • 4. Inability to work together (21%)
  • 3. Company culture (23%)
  • 2.Economic climate (29%)
  • 1. Holding onto the past / unwillingness to CHANGE (35%)

40. In other words

  • In order to succeed you need a high-performance team that embraces a strong culture of disciplined execution and accountability while being nimble, agile and adaptable to changes in the marketplace.

41. Where are we going + how will we behave on the way? Focus Differentiation No Stakeholders + guiding collation Vision + Values Strategy Plans Goals / Objectives Tactics / Actions Procedures / Protocols Repeatable Process Clear / consistent / relentless Training + time / money / supplies / people Measure / Track Communicate TransparencyRenewal Praise + Celebrationand Eliminate Mediocrity 42. Disciplined Execution

  • Clear Vision
  • Detailed Strategy
  • Guiding Coalition
  • Alignment
  • Systems
  • Communication
  • Support
  • Adjust
  • Reward / Punish

13 1 - 10 43. Read Pages 14 & 15 44. Individual Workshop

  • Go back and look at ALL of your audits.
  • Where were your low scores, where were your high scoreswhat is the pattern?
  • Look over your notes what were the key themes? What are the most important ideas?
  • STUDY the New Nurseries info at the back of the book!!!
  • Answers all the questions on pages16 18.
  • Put in as much detail as possible.
  • Be very honest with yourself.
  • Think in terms ofActionsandOutcomes .

45. If you have any questions at all please do not hesitate to send a note or call.My email add