Competing to Win
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The Wisdom Chronicles: The Wisdom Chronicles: Competing to Win Competing to Win
Transcript of Competing to Win
The Wisdom Chronicles:The Wisdom Chronicles:Competing to WinCompeting to Win
Whether you like it or not, you are ‘competing for the future’ and the choicesyou make now will determine if you will be a ‘winner or a loser’
One of the Many Things One of the Many Things Business Schools Don’t TeachBusiness Schools Don’t Teach
Where do We Start?Where do We Start?
Foundation
Defining the
Business Model
BusinessModel
Principles of
Engagement
BusinessModel
The Leadership TeamThe Leadership Team It must be a ‘ team’ – ‘ all one team’ All team members must be passionate and embrace
the core values/beliefs of the organisation – ensuring they are role models and are leading by example
Relationship mastery Common understanding, commitment to achieving and
regular reinforcement of the core purpose & vision Inspirational – looking for ways to help their people
reach their full potential; engagement specialists Earn and maintain trust and confidence of all
stakeholders Doing the right things right – holistic not parochial
thinking; excellence, not just quality; long-term view, not expediency
Take every opportunity to ensure their organisation is creating and delivering value to all key stakeholders
BusinessModel
Merck (Late 1920’s)Merck (Late 1920’s)Core Shared PurposeCore Shared Purpose
We are in the business of preserving and improving human life. All of
our actions must be measured by our success in achieving this goal.
Your Number One Your Number One Enabler or Inhibitor toEnabler or Inhibitor to
Your Organisation’s SuccessYour Organisation’s Success
BusinessModel
Our Values @ weworkOur Values @ weworkINSPIRED
We do what we love and are connected to something greater than ourselves.
ENTREPRENEURIALWe are creators, leaders, and self-starters. We try new things, we challenge convention, and we’re not afraid to fail.
AUTHENTICWe are genuine to our brand, mission, and values. We're not perfect, and we don't pretend to be. We are, though, always honest and as transparent as we can be.
TENACIOUSWe never settle. We get shit done and we get it done well. Be persistent and knock down walls--literally if you have to. You have our permission.
GRATEFULWe are grateful for each other, our members, and to be part of this movement. We don't take success for granted. We’re happy to be alive.
TOGETHERWe are in this together. This is a team effort. We always look out for one another. We have empathy, we know we're all human, and know we can’t do any of this alone.
BusinessModel
Renewal – The Continuous Rejuventation Renewal – The Continuous Rejuventation SystemSystem
in
Continuous listening,
learning and
improvement
Innovation
Innovation
Innovation
Innovation
Adaptation (the wheel)
Renewal = Adaptation,Innovation &
Learning
The Operating Environment
Sensor
Rock Dead
ahead! Then a
drop off!
Sens
or Sens
or
Sens
or
BusinessModel
Principles of
Engagement
Hewlett-PackardHewlett-PackardBill Hewlett:
‘ I want to discuss why a company exists in the first place… I think many people assume,
wrongly, that a company exists simply to make money. While this is an important result of a company’s existence, we have to go deeper and find the real reasons for our being… We
inevitably come to the conclusion that a group of people get together and exist as an
institution that we call a company so that they are able to accomplish something collectively that they could not accomplish separately –
they make a contribution to society
BusinessModel
Principles of
Engagement
The BT Ireland Vision
“To become the leading provider of
networked IT services and
communications solutions on the
island of Ireland by driving value for
our customers and people and through
relentless pursuit of outstanding
service, innovation and business
excellence”
When the Direction is Unclear, the Message Interpreted
Differently or There are Hidden Agendas
M
M
M
M
M
M
MM
M
Inefficiency, IneffectivenessDoing the right things for the business and doing them right can be compromised as the ‘silo mentality’ reigns supreme
Total Petroleum – Desired Future State
“All One Team”
CommonGoal:Vision
Achievement
= Initiatives
PLAN
Foundation
Facilitation
Defining the
Business Model
Aligning the
Organization
PRINCIPLES OF ENGAGEMENT
Vision Alignment
VisionCulture
CSFs
V OS BEI
Drivers of Performance
D1 D2 D3 D1 D2
D4
D3D2D1D1KBO’s ,Strategies
Ownership &Infrastructure
D4D4
People
Customer
Process
Financial
Madinah Institute Webinar: Magic, Myth, Madness orMadinah Institute Webinar: Magic, Myth, Madness orBest Practise Methodology? 11 September 2013Best Practise Methodology? 11 September 2013
The True Purpose of The True Purpose of an Organisationan Organisation
The True Purpose of any The True Purpose of any OrganisationOrganisation
Continuously create and deliver value to all key stakeholders
including society
PLAN
DO/EXECUTE
Foundation
Facilitation
Realization
Defining the
Business Model
Aligning the
Organization
‘Creating and
Delivering Value’
PRINCIPLES OF ENGAGEMENT
Do/Execute
EnsureOperation
al Excellenc
e
Build Organizational
Capability
The Foundations of Value Creation and Delivery
Defining ‘Value’ – The Right Defining ‘Value’ – The Right Way!Way!
Value is any intangible or tangible ‘ benefit’ which the customer or other
stakeholders perceive & appreciate and which the competition or other providers
are either unwilling or unable to make available
BrandImage/
Reputation
Process
Product
Service
CustomerSupport
Technology
Information
Customer/StakeholderExperience
People
Innovation
The 10 Sources of ‘Value’
Attitude of Service
Show thatyou Care
Build Trust & Confidence
Show thatyou Enjoy
what you do
Be the best you can be –
first time, every time
Be an Advocate
ShowRespect
ShowAppreciation
The 8 Pillars of Service Excellence
80 % 18% 2%
Kaizen;Continuous
QualityImprovement;Comparisons
Identify& Adapt
BestPractices
(Benchmarking:Internal and
External)
Breakthrough(Transformational)
Systematic approaches utilized
The Innovation Continuum
Managing the Customer Relationship: Customer Engagement Map (B2B)
Sales Process Delivery
CustomerPurchaseDecision
CustomerPurchase
Consideration
Installation Repair Service / Maintenance
FirstInvoice
OrderSubmission
CreditReview
Purchase Cycle
CustomerPurchase
Consideration
Training Technical Support
Account Maintenance
“Xerox Copier Business”
What are some of the Critical Questions Senior Management Need to Ask and Answer about this Engagement Map?
The ‘Sensing System’ The ‘Sensing System’
PLAN
DO/EXECUTE
Foundation
Facilitation
Realization
Defining the
Business Model
Aligning the
Organization
Creating and
Delivering Value
Sensing
System
PRINCIPLES OF ENGAGEMENT
‘The Whiskers of a Cat’
Defining ‘Agility’ – The Right Defining ‘Agility’ – The Right Way!Way!
Agility is the capability of an organisation to anticipate, clarify, assess and act e.g., decide and execute on an opportunity (or counter a threat) faster and better than
competition
The Changing Requirements for Information
Rapidly Changing Stable
Stable
RapidlyChanging
Mar
ket
Co
nd
itio
ns
(cu
sto
mer
s &
co
mp
etit
ion
)Technology
Where is your organization today? How fast is your operating and market environment changing?
Whether you like it or not – whether you are ready or not, every organization is moving toward the most uncomfortable cell in the above matrix!
Increased need for “real” time
data & information•Customer
•Market•Competition
ConsumerConsideration
Find Item
In-Store Assistance(visible/available, accessible,professional/knowledgeable,
courteous/respectful)
In-Store Experience(avoid unpleasant surprises, e.g., not having advertised
items)
Consumer Decision I
Travel to Location (logistics
convenience)
Managing the Consumer Relationship: Consumer Engagement Map (B2C)
Attract orConnect with Consumers
AdvertisingMessage and
Image
Communication
Arrival
Consumer Decision IIPurchase
Item
Consider Other Items
Decision IIICheckout Process
ProductUsage
Service Delivery
(installation)
After SalesExperience
The Customer Promise,Keeping Commitments,Meeting Expectations
Convince & Convert to or strengthen loyalty
Resolving problems or complaints
Decision IVShould I
return in the future based
upon this experience?
Innovation/New Opportunity Matrix
Existing New
New
Markets/Segments/Sectors
Existing
Extension
Pro
du
cts/
Ser
vice
s Te
chn
olo
gy
Setting Priorities: market attractiveness – potential size of market – number of existingand “target” customers who have an interest and their potential profitability
Success comes from identifying the customers you really want most, attracting them and then keeping them by building exceptional relationships based upon the
most appropriate value proposition
Existing
Extension
New
Your Organization today
Your
Org
aniz
ati
on
tom
orr
ow
Profitability
AT&T Universal Card ServicesManagement Led
Operations Feedback Strategies
Customer ExpectationResearch
Direct CustomerFeedback
ProcessManagement
Selected Feedback Strategies
Data Service ExamplesCustomer Satisfier Survey
Customer Value Tree
Data Source Ex.Cust. Satisfier Srvy.
Benchmarking
PerformanceResearch
Data Source Ex.Commendations
SuggestionsComplaints
Non-contact Assoc.Call MonitoringCust. RetentionERC Feedback
Data Source Ex.Customer Contact
StandardsCustomer Contact
MonitoringCall Type Trend
Data
Organization Improvement Activities
Customer Listening Post Team
Long TermModification of Existing
Polities/Procedures& Standards
Short Term
Integration of Cust.Feedback into theStrategic Planning& Product/Service
Development Processes(see Item 3.1
Customer Relationship Management Strategies
Fee
db
ack
Lo
op
Public InformationMalcolm Baldrige Award
Summary Document providedby AT&T at the 1992 Winner’s
Conference
Making Decisions Making Decisions
The Critical Success FactorsBehind Effective Decision Making
Identifying the Key Strategic Decision Making Positions in Your Organisation
Simple Complex
Frequent
Rare
Fre
qu
ency
Type
What Decision Domains are the focus of more of your decisions – Human Performance Excellence; Operational Excellence; Competitiveness and Growth; Relationship
Excellence; Others?
Sig
nif
ican
ce
(e.g
., re
so
urc
es, c
ha
ng
e,
mar
ke
t/co
mp
eti
tive
imp
act
)
KeyPositions
KeyPositions
44
.
The Decision Making Process“High Level” View
“Systematic, Integrated, Comprehensive”
Moving Toward Hyper-Decision Making
Decide**
Feedback Loop to Planning and Future Decision Making and Execution
• = Identify, collect and analyse the right and most comprehensive data and information; ensure that not only core decision factors but also other ‘influencing’ factors are considered;
include a rigorous evaluation (not just a ‘gut feel’) of the potential consequences of alternatives including what would happen if only 50% of the desired impact occurred; the value created and/or delivered
and to whom; what if we did nothing?
** = Is the decision approaching optimality? Are we minimising the ‘cost of lost opportunity?
*** = Is the execution flawless?
**** = Are the right , best and most advanced analytical tools being utilised for assessment? What about unintended consequences?
Decide**
Measures of SuccessMeasures of SuccessKPI’s KPI’s
IMP
RO
VE
PLAN
DO/EXECUTE
MEASURE
Foundation
Facilitation
Realization
Actualization
Defining the
Business Model
Aligning the
Organization
Creating and
Delivering Value
Agility/ResiliencyExceptional Stakeholder
RelationshipsCompetitiveness
Societal Benefits
Sensing
System
PRINCIPLES OF ENGAGEMENT
Process
Balanced Scorecard (of KPI’s)
People
Financial
Customer
Technology, Information
Architecture & Networking
Renewal
OperationalExcellence
Competitiveness &Profitable Growth
Relationship Mastery
Agility &Resiliency
Value Creation & Delivery
HumanPerformanceExcellence
Societal Benefits(Sustainability)Execution
Competitivenessand
Growth
The New Generation Balanced Scorecard
IMP
RO
VE
PLAN
DO/EXECUTE
MEASURE
Foundation
Facilitation
Realization
Actualization
Defining the
Business Model
Aligning the
Organization
Creating and
Delivering Value
Agility/ResiliencyExceptional Stakeholder
RelationshipsCompetitiveness
Societal Benefits
Sensing
System
PRINCIPLES OF ENGAGEMENT
Thank You!Thank You!
QuestionsQuestions
