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Get in Gear: The Seven Gears that Drive Strategy to Results (978-0-367-47149-1, 335422)Shelving Guide: Business and Management/Leadership/StrategyOnly 10% to 25% of organizations get it right when it comes to achieving the expected results from their strategic planning. This means 75% to 90% of them are leaving results on the table and wasting their time on things that don't matter. Almost a decade ago, a major steel manufacturer approached Sean Ryan and his team to help them think through how to better convert strategy to results. This was the catalyst for the seven gears that translate strategy to results found in Strategy-Execution-Results (SXR™).Why Gears? Gears transmit energy. The more aligned they are and the less friction in their chain, the better they function. Leaders can easily identify the gear creating the most friction and then take action to better align that gear with the strategy generating better results. This creates momentum to improve the alignment and performance of other gears. This approach also emphasizes the ways everyone in the organization has some influence over every gear. Based on Sean Ryan's consulting and training with organizations from start-ups to the Fortune 100, he's found that these performance gears drive better results. You'll employ them to align your goals with your strategy, create visible scorecards to know whether or not you're on track, and identify the critical behaviors and actions that will drive performance.Readers will use this book to point their efforts toward getting meaningful results from their strategy. As noted in the Harvard Business Review:'The prize for closing the strategy-performance gap is huge: increasing performance by at least 50% for most organizations.'After moving beyond their initial amazement of just how misaligned they were, they'll be able to quickly apply the seven gears to sell better and more, drive down costs, improve quality and safety, and recruit talent for the future. In addition, there's nothing in this book that has not been applied in actual business settings.While companies could use the SXR™ Framework to overhaul their organization top to bottom, they'll also appreciate that they don't have to change everything at once to make progress. Upon understanding each of the gears and how to create Follow-up and Follow-through, they'll be able to improve any gear to start seeing strategic outcomes.You've got it in Gear, now Stay in Gear. Join the Strategy-Execution-Results Community: www.wwici.com/Gearheads.

Shelving Guide: Business and Management / Strategic Planning / Leadership / OperationsCulture, Strategy, Execution. These three components forge the path to realized potential.The Blendification® System breaks down and rebuilds these core concepts within your company's DNA, setting the foundation for an energizing, engaging, and impactful organization. It is based on the belief that many organizations fail to maximize their potential because they simply do not comprehend the magnitude of their personal and collective untapped capabilities.Many workplaces are stuck in'second gear,'not quite embracing and pursuing their full potential. Corporate missions are based on market dominance and incremental profit growth, leaving a massive blind spot in terms of the connection between employees, customers, and communities. This short-sightedness may provide a clear focal point, but it leaves the company, its leadership, and its employees with limited sustained motivation to realize potential.The Blendification® System embraces the connection between culture, strategy, and execution using the Strategy Whiteboard and integrating emotional and system intelligence into the following three-step model: Strategic Analysis including Culture Strategic Focus, Strategic Outcomes, and Strategic Actions Strategic Execution The Blendification® System connects culture, strategy, and execution in a meaningful way that fosters an inspired, exceptional workforce. By focusing on the unifying purpose within each organization, the platform promotes alignment between leadership and employees setting a clear, strong foundation in which every individual can thrive. With this foundation in place, organizations activate their employee's potential who then take care of their customers. By fully engaging those with whom organizations directly interact, these individuals then become the spark that ignites community-wide advancement.This is not a theory-based, philosophical book. This is an in-depth operating system by which organizations reshape their infrastructure to realize potential. The methodology outlined in The Blendification® System creates agile and efficient action, maximizing success in periods of economic expansion and times of uncertainty such as the COVID-19 outbreak, the Great Recession, and 9/11. By following the structure outlined in The Blendification® System and using the Strategy Whiteboard, organizations will move beyond financial success to uplifting employees, customers, and entire communities.

This book presents a model of organization transformation success. The model framework comprises a series of S-Curves (maturity curves) of planning and execution activities phased over time. The model is illustrated through description and analysis of an actual, two-decade, highly successful, global enterprise transformation Six Sigma program at a Fortune 200 company: Cummins, Inc. Lessons learned from the model and company case study are completely transferrable to other organizational culture, improvement and innovation transformation settings. This insightful book: • Documents a firsthand account of a successful transformation. The authors completely explain what was accomplished and the lessons learned from a 16-year deployment of Six Sigma at Cummins. • Acts as a benchmark for those organizations interested in pursuing primarily a continuous improvement transformation, and more generally for other types of transformation efforts. • Includes substantive interviews with ten key leaders and others who made the transformation possible. • Helps organizations shorten the overall transformation timelines. The documentation of a transformation provides you a model for how to think about organization transformation maturity over time and plan for it. • Recognizes the work of thousands of people involved in transforming a global company. The interviews provide extraordinary perspectives not only by executives who initiated and sustained the transformation program but also by program participants who themselves grew as managers and leaders in their careers through the program. Essentially, this book helps early-career managers and executives see the broader picture of enterprise transformation, especially over time. This helps them be better managers and executives, and importantly, helps them better plan for and hasten their upward career trajectories. Lastly, the book describes a view of possibilities. It describes a clear, sustained success, the steps taken to get there and the measurement of progress. The result provides you with confidence that successful transformation is possible and worth the effort.

This book is a powerful tool for business leaders who have responsibility for the success of the profit and loss (P&L) statement of a business. It provides a roadmap to help business leaders develop a comprehensive business transformation plan -- A plan that is simple, fact based, and actionable. In addition, this book is a guide for professionals aspiring to be future P&L leaders. The holistic cross-functional and general manager view of a business in this book is useful for all department heads. For example, a sales leader reading this book can understand why running a promotion to drive sales without understanding the capacity of supply chain can result in losing customers. The case study methodology used to illustrate the concepts makes the material easy to read and easy to relate to practical application by readers in their companies. Additionally, business leaders responsible for due diligence and integration to create value in M&A can use the approach explained in this book.The roadmap shown in this book is a great way to engage the management team of a business unit to understand and drive the business transformation. The management team can read the book, get together for a couple of days (preferably off-site), and discuss by chapter the lessons learned, how the chapter applies to their business, and what improvements they should focus on based on the learnings. The greatest outcome from this book is an aligned team that is focused on common priorities to execute. By getting the management team to work through this thought process and identifying areas to focus on, you will ensure that they have ownership of the solutions. Having this ownership of actions is critical to keeping the team focused and willing to work harder. This roadmap can also be used for successfully integrating acquisitions made by a company to create value.This book has been developed from the author's experience of personally leading several business transformations and inputs from various other business leaders from multiple industries. The concepts and approach discussed can be universally applied in all industries and companies of any scale. The commonsense approach discussed is applicable for both for-profit and nonprofit organizations.

There are many books on the market that discuss the Toyota Production System but few that insightfully analyze its marketing strategy. Authored by former Toyota marketing executives, this is the first book of its kind to detail how Toyota's thinking habits go beyond the shop floor and influence and guide Toyota's marketing function.Toyota has expanded from a venture enterprise to one of the biggest global enterprises because of its innovative mindset (Toyota thinking habits) using Breakthrough Thinking, which supports a new philosophical approach to problem solving, turning 180 degrees away from conventional thinking.Written by Toyota's former executive managing director and founder of Breakthrough Thinking, Toyota's Global Marketing Strategy: Innovation through Breakthrough Thinking and Kaizen: Explores Toyota's'Breakthrough Thinking'Examines how Toyota conducts information gathering. Illustrates how Toyota builds and maintains its unique business culture Shows how Toyota'goes to the customer'and comprehensively studies how customers use their products Reveals Toyota's cars have become some of the biggest selling models in the USA The authors of this book explore Toyota thinking habits as well as Toyota's global marketing strategy, which, since the 1980sa, has been expanding exponentially. The reader will understand the importance of thinking habits in the workplace and will know how to apply them using Toyota as the prime case study.

The most complex organization known in the universe is inside of our heads: our brain. Because organizations are formed by human beings, The Lean Brain Theory aims to mimic human brain structure and functionality so as to enable the emergence of brain-like organizations in which the'neurons'are the human-beings and the'axons'ought to be Lean Management oriented behavioral and communication patterns. These networks ought to evolve towards brain-like configurations that display thinking-like processes and ultimately organizational consciousness. The Lean Brain Theory offers a quantifiable holistic framework to strategically design any organization as a human brain. By embedding complexity into the Strategic Organizational Design (SOD) and combining this with Lean Management and neuropsychological state of the art knowledge, The Lean Brain Theory ends up with the Brain-Organization metaphor and makes it possible.This idea of embedding complexity into organizational design is a follow up to the book The Hoshin Kanri Forest. That book dealt with the methodology of creating'forest-like'topologies. The Lean Brain Theory aims to set the ground for Lean organizations of the future that embrace both Business Intelligence and Complex Networked Lean Strategic Organizational Design. The organization as a super-network evolves towards'intelligent'Human-Brain-like entity. The Lean Brain Theory ultimately seeks to integrate an anthropomorphic organizational paradigm with future tendencies of technological advances. In this way, the brain-like organization emerging from it can be regarded as bionic.

Supplying you with a firm grasp of the roots of strategy, How to Outthink, Outmaneuver, and Outperform Your Competitors: Lessons from the Masters of Strategy explains how to develop the skills and strategies needed to compete in today's volatile marketplace. It interweaves the classic works of the masters of strategy, such as Sun Tzu, Carl von Clausewitz, Mao Tse-tung, Niccolo Machiavelli, Frederick the Great, Napoleon, and other renowned strategists.The collective insights of these legendary strategists span 2,500 of combative history and have survived meticulous analysis by scholars. Applied to current competitive business conditions, their time-tested rules and guidelines will prepare you to deal with such issues as: preventing competitors from disrupting your overall growth plans, protecting yourself from a rival's take-over strategies, and strengthening long-term customer relationships.Whether you operate as a multinational firm maneuvering for position in a global arena, or a regional business fighting an everyday battle for survival, the foundational principles provided can reinforce your understanding and practice of strategy. The book defines the historical origins of strategy and supplies timeless insight into how successful leaders have implemented comprehensive strategy plans. It also explains how to: Maneuver out of risky competitive situations and into renewed market opportunities Establish a defensible position in a hotly-contested market Apply competitive business techniques to outperform your rivals Align competitive strategies with your organization's culture Personalize a leadership style to maximize performance from your staff The book includes three special features: Strategy Diagnostic Tool - A structured system to help you assess your firm's competitiveness before committing valuable resources Appraising Internal and External Conditions - A comprehensive checklist to analyze those key factors that can determine the success of your business plan Strategy Action Plan - A tested format that includes step-by-step guidelines to develop a personalized business plan The lessons gleaned from military history and strategy can be indispensable in the everyday management of your people and resources. By tapping into the universal logic and historic lessons of strategy, you will fortify your ability to think like a master strategist and add greater precision to your decision-making—thereby allowing you to outthink, outmaneuver, and outperform your competition.

Quality has quickly become one of the most important decision-making factors for consumers. And although organizations invest considerable resources into building the right quality management systems (QMSs), in many instances, the adoption of such quality improvement tools are just not enough. Building Quality Management Systems: Selecting the Righ

Today, organizations have achieved an overall failure rate above 80 percent with Lean, Six Sigma, Lean Six Sigma, and continuous improvement in general. This is certainly not due to a shortage of books, consultants, and other online resources about the methodologies and tools, or the success stories of Toyota and others. However, it is due to a shortage of knowledge and practice about the most critical success factors of improvement: leadership, sustaining infrastructure, behavioral and cultural transformation, and now emerging technology. These factors produce 90 percent of the success with continuous and sustainable improvement; the methodologies and tools represent an irrelevant 10 percent. For decades, most organizations have focused on this quick and easy, irrelevant 10 percent through an endless series of fad, in-vogue improvement programs as they attempt to mimic the best-in-class practices of the most successful organizations.Out of the Present Crisis: Rediscovering Improvement in the New Economy is the contemporary version of Deming's famous 1982 book,'Out of the Crisis.'The author builds a solid case for organizations to aggressively pursue the next generation of systematic and sustainable improvement through a combined strategy of Deming's back-to-basics, innovation and breakthrough thinking, integration of emerging and enabling technology, and adaptive improvement across diverse environments and industries. The book's practical, pragmatic style is backed up by many real world examples and personal experiences.If you're looking for another book about Lean or Six Sigma'tools'this is not it. But it is a book about how to achieve lasting success by making improvement the cultural standard of excellence and living code of conduct in organizations. This popular book provides executives with an up-to-date and proven reference guide for rediscovering successful systematic and sustainable improvement in today's economy. The author demonstrates the importance of viewing improvement as a continuous manageable'process'and covers the most critical success factors of leadership, sustaining infrastructure, behavioral and cultural transformation, and emerging technology in a practical, no-nonsense,'how-to-do'style. The book provides specific guidance for all industries including public and private corporations, hospitals, financial services, airlines, municipalities, and federal, state, and local governments.