Smart & Fast Mini-course

 

You've reached the top – that's where real climbing begins!

 

 

Contents   1. Smart Leader 1.1.   Character and People Skills Character and Personality of Highly Effective People The Role of Your People Skills The Tao of Influencing People 9 Principles of Effective Negotiating Coaching Yourself 1.2.   Technology of Achievement COCA Principle of Achievement Be Different and Make a Difference The Tao of Achievement Self-Motivation SMART Goals Entrepreneurial Creativity: 4 Intertwined Pillars The Tao of Entrepreneurial Creativity Failure as a Stepping Stone to Success Creative Problem Solving (CPS): Reframing 1.3.   Leadership Skills Differences Between What Managers and Leaders Do 12 Effective Leadership Roles Best Practices: Welch’s 4Es of Leadership Best Practices: 10 Lessons from Konosuke Matsushita  See the slide Best Practices: Powell’s Leadership Principles Leadership Attributes  See the slide Inspirational Leadership: 10 Roles  See the slide Situational Leadership Creative Leadership Leadership Challenge Model: 5 Exemplary Roles Entrepreneurial Leaders: Specific Attributes  See the slide 2. Smart COMPANY 2.1.   Balanced Business System The Tree of Business  See the slide The Key Challenges To Organizational Success 10 Rules for Building a Sustainable Growth Business Rapidly Changing Global Scenario  See the slide High-Growth Business Development: 4 Stages Best Practices: Sam Walton's 10 Rules Lessons from Narayana Murthy, Infosys: How To Build a Great Company Corporate Vision  See the slide Balanced Business System  See the slide Innovation Strategies for Top-line and Bottom Line Growth The Tao of Business Success  See the slide Business BLISS The Tao of Balanced Management Management By Consciousness Business Model: 1+6 Components  See the slide The Tao of Customer Value Creation  See the slide Customer Intimacy Extended Enterprise Core Competencies Strategic Alliances Business Architect  See the slide Business Architect: Cross-functional Expertise Requirement Systems Thinking Cross-functional Excellence 2.2.  Winning Organization 9 Signs of a Loosing Organization  See the slide Corporate Capabilities Shift from Industrial to Knowledge-driven Enterprise Shared Values Best Practices: Disney's Inspiring Mission and Shared Values Best Practices: GE Values Guide Strategies for Building a Growth Culture Best Practices: Building a Flexible Culture at Dell Computers Success Story: Leading Organizational Transformation at GE Building Trust The Tao of Employee Empowerment  See the slide Employee Satisfaction Effective Motivation Attitude Motivation The Single Key To Team Success Building a Team Culture Harnessing the Power of Diversity Creating Cross-functional Teams Fast Company Best Practices: Warren Buffett Makes Quick Investment Decisions Success Story: Charles Schwab Best Practices: Charles Schwab's Corporate Guiding Principles Success Story: Eliminating Bureaucracy at ABB Fast Company: Owning Your Competitive Advantage Intellectual Assets: Growing Role in the Modern Economy Best Practices: Knowledge Management at British Petroleum (BP) Best Practices: 4 Strategies for Raising Corporate IQ at Microsoft The Wheel of Knowledge Management The Tao of Intellectual Cross-Pollination Coaching in the Workplace: Key Benefits 3 Types of Knowledge Organizations: Learning, Teaching, Coaching 2.3.   Synergized Business Processes Best Practices: Characteristics of the Most Successful Companies Process Management: Shift to Cross-functional Model Benefits of Enterprise-wide Business Process Management (EBPM) Process Thinking Eight Essential Principles of EBPM Service-Profit Chain Continuous Improvement Firm (CIF) Lean Production: Removal of Waste Activities Quality Management: 8 Rules Aligning IT and Business 11 Traits of a True IT Leader 3. Smart Strategies 3.1.   Enterprise Strategies Three Hierarchical Levels of Strategy Creating Sustainable Profit Growth: 9 Questions To Answer Sustainable Growth Strategies Strategy Pyramid vs. Strategy Stretch  See the slide Choosing Between Strategy and Opportunity Approach Strategy Programming vs. Strategy Innovation Best Practices: Dynamic Strategy Formulation by Silicon Valley Companies Business Intelligence: 3 Levels 3.2.   Competitive Strategies 5 Strategic Competitive Questions Competitive Strategies  See the slide Success Story: 7-Part Competitive Strategy of Microsoft Sustainable Competitive Advantage: Synergy of Capabilities  See the slide Four Categories of Business Tactics Four Types of Marketing Warfare Customer Success 360 The Top 10 Laws of Marketing Differentiation Strategies: Weak and Strong Strategic Brand Management 3.3.   Strategic Achievement Success Rates and Major Impeding Factors Strategic Achievement: Thinking × Action × Learning Lessons from Michael Dell: Mobilize Your People Around a Single Goal If You Want To Grow: 6 Advices from Richard Branson Strategic Intent Searching for Opportunities Dynamic Planning Launching a Crusade 6Ws Chart of Change Management Change Failure: Main Reasons Leading Change: 8 Stages The Tao of Change Management  See the slide 4. Smart Management 4.1.   New Management Model New vs. Traditional Management Model Leadership-Management Synergy  See the slide SuperLeadership: Leading Others To Lead Themselves Lessons from Michael Dell: Managing by Wondering Around (MBWA) Fundamental Management Changes Engendered by Internet The Ideal Leader Three Common Traits of Great Corporate Leaders Shift from Management to Leadership The Tao of Managerial Leadership Managing Knowledge Workers Best Practices: Getting the Most from Knowledge Workers in Silicon Valley Three Manager's Skill Sets: Manager – Leader – Coach 4.2.   Results-based Leadership Effective Leader: Attributes × Results Lessons from Steve Jobs: 12 Rules for Success  See the slide Results-based Leadership  See the slide Strategic Leadership 80/20 Thinking Organizational Fitness Profile (OFP) Project Management: 2 Approaches Business Synergies Approach to Project Management Milestone-based Thinking Volatility Leadership: 10 Best Practices Entrepreneurial Leadership Inspiring People  See the slide Energizing Employees Employee Performance Management: Holistic Approach Performance Management: Balanced Scorecard Best Practices: Leadership Development at GE 4.3.   25 Lessons from Jack Welch Success Story: Creating the World's Most Competitive Enterprise  See the slide Lessons from Jack Welch  See the slide Lead More, Manage Less   Lead Manage Less Articulate Your Vision Simplify Get Less Formal Energize Others  See the slide Face Reality See Change as an Opportunity Get Good Ideas from Everywhere Follow up Build a Winning Organization   Get Rid of Bureaucracy Eliminate Boundaries Put Values First  See the slide Cultivate Leaders Create a Learning Culture Harness Your People for Competitive Advantage   Involve Everyone Make Everybody a Team Player Stretch  See the slide Instill Confidence Make Business Fun Build the Market-Leading Company   Be Number 1 or Number 2 Live Quality Constantly Focus on Innovation Live Speed Behave Like a Small Company GE Leadership Assessment Survey (LES): 10 Characteristics 1.   Vision 2.   Customer / Quality Focus 3.   Integrity 4.   Accountability / Commitment 5.   Communication / Influence 6.   Shared Ownership / Boundaryless 7.   Team Builder / Empowerment 8.   Knowledge / Expertise / Intellect 9.   Initiative / Speed 10. Global Mind-set 5. Smart Innovation 5.1.   Systemic Innovation Innovation – the Key to Success and Survival Evolution of Innovation from Linear to Systemic Systemic Innovation 360: 7 Areas  See the slide Strategy Innovation: 4 Steps The Tao of Value Innovation  See the slide The Tao of Business Process Innovation Engaging Cross-functional Teams Leading Systemic Innovation Business Innovation: Four Strategies Success Story: Bunsha – Growing Business through Spinouts 5.2.  Innovation Strategies Best Practices: Characteristics of Most Successful Companies Product Innovation: Types of New Products Radical vs. Incremental Innovation Best Practices: Stretching Innovation Portfolio by Silicon Valley Companies Innovation vs. Operations Management Venture Strategies: Five Areas Success Story: Spinouts by Thermo Electron Venture vs. Corporate Management Success Story: In-company Ventures at Corning 7 Challenges in Managing Radical Innovation Success Story: Venture Investing by GE Equity Best Practices: Qualities of Top Managers at GE Equity Customer Partnership Lessons from Michael Dell: Turn Your Customers Into Teachers 5.3.  Corporate Innovation System Innovation System Creating a Culture for Innovation Strategic Alignment Best Practices: Creating a Relentless Growth Attitude Innovation-friendly Organization: 6 Components  See the slide How To Lead Creative People New Product Development by Cross-functional Teams The Fun Factor Innovation Process: Two Models Best Practices: Innovation Process Attributes in Silicon Valley The Jazz of Innovation  See the slide The Jazz of Innovation: 11 Practice Tips  See the slide Leading Innovation: Loose-Tight Leadership Techniques for Idea Evaluation and Decision Making 6 Thinking Hats: A Tools for Analyzing Proposals Best Practices: Facilitating Cross-pollination of Ideas The Tao of Experimentation Freedom To Fail Product Innovation Metrics Leading Innovation: Tips for Making the Vision a Reality

Sample Smart & Fast Lessons   Slide + Executive Summary   "Leadership is the art of getting someone else to do something you want done because he wants to do it." – Dwight D. Eisenhower Leadership Defined Leadership is the process of directing the behavior of others toward the accomplishment of some common objectives. It is influencing people to get things done – willingly! – to a standard and quality above their norm to achieve a shared stretch goal. As an element in social interaction, leadership is a complex activity involving a process of influence; actors who are both leaders and followers, and a range of possible outcomes – the achievement of goals, but also the commitment of individuals to such goals, the enhancement of group cohesion and the reinforcement of change of organizational culture. What is Leadership? Three simple one-line answers by Paul Taffinder The easy answer: leadership is getting people to do things they have never thought of doing, do not believe are possible or that they do not want to do. The leadership in organizations answer: leadership is the action of committing employees to contribute their best to the purpose of the organization. The complex (and more accurate) answer: you only know leadership by its consequences – from the fact that individuals or a group of people start to behave in a particular way as result of the actions of someone else. Effective Leadership as a Source of Competitive Business Advantage Leadership is imperative for molding a group of people into a team, shaping them into a force that serves as a competitive business advantage. Leaders know how to make people function in a collaborative fashion, and how to motivate them to excel their performance. Leaders also know how to balance the individual team member's quest with the goal of producing synergy – an outcome that exceeds the sum of individual inputs. Leaders require that their team members forego the quest for personal best in concert with the team effort. Super-leaders help each of their follower to develop into an effective self-leader by providing them with the behavioral and cognitive skills necessary to exercise self-leadership. Super-leaders establish values, model, encourage, reward, and in many other ways foster self-leadership in individuals, teams, and wider organizational cultures.   Corporate Leadership: the Jack Welch Way Jack Welch has been with the General Electric Company (GE) since 1960. Having taken GE with a market capitalization of about $13 billion, Jack Welch turned it into one of the largest and most admired companies in the world, with a market value of about $500 billion, when he stepped down as its CEO 20 years later, in 2000. Although Jack Welch is "the celebrated leader of a global manufacturer often noted for its technological prowess, he has utilized a very human process to drive change through GE's vast organization. Having respect for the individual as a pivotal force in organizational change, Welch created a model of exceptional performance every corporate leader can learn from. The Role of the Leader in the New Economy As Jack Welch wrote in a letter to shareholders: "In the old culture, managers got their power from secret knowledge: profit margins, market share, and all that... In the new culture, the role of the leader is to express a vision, get buy-in, and implement it. That calls for open, caring relations with every employee, and face-to-face communication. People who can't convincingly articulate a vision won't be successful. But those who can will become even more open – because success breeds self-confidence." Welch urged all GE leaders to stretch their business strategy, "Don't ever settle for mediocrity. They key to stretch is to reach for more than you think is possible. Don't sell yourself short by thinking that you'll fail." Do the best possible - and then reach beyond. Stretch "essentially means using dreams to set business targets - with no real idea of how to get there. If you do know how to get there - it's not a stretch target.“ Employee Empowerment Under Welch's leadership, managers had wide latitude in building their GE units in entrepreneurial fashion. Determined to harness the collective power of GE employees, Jack Welch redefined also relationships between boss and subordinates. He wrote: "The individual is the fountainhead of creativity and innovation, and we are struggling to get all of our people to accept the countercultural truth that often the best way to manage people is just to get out of their way. Only by releasing the energy and fire of our employees can we achieve the decisive, continuous productivity advantages that will give us the freedom to compete and win in any business anywhere on the globe."   Two Components of Sustainable Growth Strategy Sustainable business growth strategy is a practical approach to achieving top-line growth and bottom-line results. The two main sources of sustainable competitive advantage are: Continuous Improvement Culture: continuous effort to improve organizational climate and productivity of the core business in response to continuous changes in the marketplace. Durable Corporate Venture Strategy: internal investment in innovation and new product/service development, new business creation, and external venture investing in new technologies and emerging markets. Improvement Strategies versus Venture Strategies Improving Processes: Addressing the ever-changing needs of current customers and keeping cash flow healthy. Cost-cutting efforts can build your bottom line. Radical Innovation: It is radical innovation and new game changing breakthroughs that will launch your company into new markets, make you a market leader, enable rapid growth, and create high return on investment. Continuous Change as a Norm Companies, like any living organism, must become learning organizations that change and adapt to suit their changing environment. “If you don't practice the change management that looks after the future, the future will not look after you,” says Bill Gates. "The tendency for successful companies to fail to innovate is just that: a tendency. If you're too focused on your current business, it's hard to look ahead.“ Two Types of Change in the Marketplace 1. Organic, or continuous, change 2. Radical, or discontinuous, change driven by radical innovation   Why Business Architect? In today's knowledge- and innovation-driven complex economy, business architects are in growing demand. They are cross-functionally excellent people who can tie several silos of business development expertise together, create synergies, design winning business model and a balanced business system and then lead people who will put their plans into action. Business Architect Defined Business architect is a person that initiates new business ventures or leads business innovation, designs a winning business model, and builds a sustainable balanced business system for a lasting success. Business architects can be found in a multitude of business settings: corporate change leaders, initiators of joint ventures, managers of radical innovation projects, in-company ventures, spin-outs, or new start-up ventures. Although the settings in which business architects act are different, they all design and run a new venture to achieve its sustainable growth. Integrated Approach to the Management Process The integrated business systems approach to business development and the management process is what distinguishes modern cross-functionally excellent business architects from functional managers. As a business architect and an extremely effective leader, you must have a broad view to be able to link together – synergistically! – the key components of corporate success – from functional planning to cross-functional cooperation, from supply chain management to customer value creation, from the art of continuous learning to the practice of effective communication and influencing people – and bundle them in an intellectual, innovative and pragmatic package that can be used to achieve sustainable competitive advantage and business growth, both top-line and bottom-line. Inclusive Approach At the heart of the inclusive approach is the belief that understanding stakeholder needs – the needs of customers, employees, suppliers, shareholders and society, and the environment – and incorporating them into enterprise strategy and sustainable value creation activities are central to the achievement of sustainable growth and competitiveness.             And much more!