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People as Your Most
Important Asset
Your
corporate vision
is worthless,
strategies
powerless and shared values
are corrupt without the right people to execute.
People as your most important asset. Your
technologies, products and structures can be copied by competitors. No one,
however, can match your highly charged, motivated people who care. People
are your firm's repository of
knowledge and they are central to your company's
competitive advantage.
Well educated,
coached,
and highly
motivated
people are critical to the development and execution of strategies,
especially in today's
faster-paced, more perplexing world, where top management alone can no
longer assure your firm's competitiveness.
Employee Empowerment
At all levels, your company needs
empowered
people who can deliver at the frontier of performance. They must understand
where your company is going and be able to influence this path. They must
share in your company's fortunes and be
motivated to push for greater achievements...
More
Balanced
Organization: 5 Basic Elements
Wood (Corporate
Capabilities):
Case Study
GE
Jack Welch
has always said that
GE's primary product and core competence is not jet engines or gas turbines,
but
people. One of the most fundamental truths about Welch's management
principles is that it's about people, not numbers. "We are constantly amazed by
how much people will do when they
are not told what to do by management," says Welch. "Our true 'core
competency' today is not manufacturing or services, but the global recruiting
and nurturing of the world's best people and the cultivation in them an
insatiable desire to
learn, to
stretch,
and to do things better every day...
values
and behaviors are what produce those performance numbers, and they are the
bedrock upon which we will build our future."
In most organizations,
change efforts
come and go – and
rarely make a difference.
But at GE, one of the largest companies in the world, one particular change
process helped spark a complete transformation –
Work-Out. With Work-Out as
part of its DNA, GE has become one of the most innovative, profitable, and
admired companies on earth.3
At its core, Work-Out is a very simple concept
based on the premise that those closest to the work know it best. When the
ideas of those people, irrespective of their functions and job titles, are
solicited and turned immediately into action, an unstoppable wave of
creativity, energy, and productivity is unleashed throughout the
organization. At GE, Work-Out "Town Meetings" gave the corporation access to
an unlimited resource of imagination and energy of its talented employees...
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Developing
Entrepreneurial Staff
There are two phases in developing an entrepreneurial workplace.
Phase I creates the environment necessary to support and encourage it. Phase
II is building your staff's
entrepreneurial skills...
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Process Approach To
Mobilizing Everyone's Abilities
The process approach rejects the idea that the
company's success
relies on
luck, such as inspired individuals or
visionary leaders, on the grounds that
it is unsustainable. Your cannot control whether "lightning will strike, or
depend on it to strike regularly.
Process companies seek to institutionalize success by designing
high-performance ways of working. They do not denigrate the talents of
remarkable individuals, but they recognize that all human talent can and
should be leveraged by an overall process. They believe that a company
achieves its highest potential by designing processes that mobilize
everyone's abilities rather than depending too much on any single
individual, however gifted she or he may be." says Michael Hammer.5...
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Creating Customer Value: 10 Lessons from Konosuke Matsushita
Colin Powell's 18
Leadership Principles
Organization doesn't really accomplish
anything. Plans don't accomplish anything, either. Theories of management
don't much matter. Endeavors succeed or fail because of the people involved.
Only by attracting the best people will you accomplish great deeds...
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Inspirational Leader: 10 Roles
9 Roles of a Team Leader
Fidelity Investments
fundamentally believes that employees practice
Kaizen
most enthusiastically when they feel a deep sense of ownership in the work.
Fidelity fosters this feeling of ownership by
dividing power in the company among small divisions (each called a company) with
aggressive
entrepreneurial leadership.
Each of these Fidelity companies is responsible for its own management systems,
its own strategies and activities – and its own
results....
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Case in Point
Dell
Computer Corporation
"Ultimately, our people know that they're what
drives the business. They know their success drives the company's success,
rather than the other way around," says
Michael Dell, Founder of
Dell Computer Corporation.6 "Knowledge brings power, whether
it's knowing how a business works or knowing the right way to serve a
customer. All of our experimenting and questioning and
learning
is done in pursuit of one goal: finding the next frontier of value that we
can create for our customers. Giving your people the knowledge, the
abilities, and the permission to do what they do best – and take it to the
heights of "ownership" – brings more success to a company than anything else
I've found."...
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Case
in Point
Canon
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