Achieving lasting excellence is serious business.
Perhaps you felt you needed to be a "genius" or something to figure it out?
BOTTOMLINE: I'm sharin' the fun. Go here, and make your own custom Einstein chalkboard.
Read the entire update here.
BOTTOMLINE: Owning an leading a small business is a noble cause. The idea of a small business owner being a "hero" hits home even more, when you think of the impact made on a smaller scale. Business owners give individuals -- real people with names and faces -- an opportunity to provide for their families, and an environment where people can learn and grown and express their God-given creativity and talents.
Stay tuned for more coming soon!
IBM recently announced new consulting services to help organizations prepare for the potential loss of highly valued skills and knowledge as the baby boom generation reaches traditional retirement age.
These new consulting services are being launched at a time when workforces around the world are aging. For example
BOTTOMLINE: As these workers become eligible for retirement, organizations risk losing major skill sets and their competitive advantage in the global economy. IBM's services will enable companies to better manage workforce skill sets, enhance mature-workers' productivity and job opportunities and fill the gap retirees will leave by developing new business processes based on open standards, changing the nature of work for many groups as a result.
Copies of the summary report and full report can be accessed via the GEM website: www.gemconsortium.org
(Thanks to Michael Chmura at Babson College for this tip!)
Business performance management (BPM) is a set of processes that help organizations optimize business performance.
BPM is seen as the next generation of business intelligence (BI). BPM is focused on business processes such as planning and forecasting. It helps businesses discover efficient use of their business units, financial, human, and material resources.
BPM involves consolidation of data from various sources, querying, and analysis of the data, and putting the results into practice. BPM enhances processes by creating better feedback loops. Continuous and real-time reviews help to identify and eliminate problems before they grow.
BPM provides key performance indicators (KPI) that help companies monitor efficiency of projects and employees against operational targets.
BOTTOMLINE: Interesting to note throughout this definition that, while not explicit, BPM does not seem to address the most critcal element of performance management - execution.
BOTTOMLINE: "Quality questions lead to a quality life." Take these quality purpose questions and use them to develop and clarify a quality sense of purpose. Then go out, armed with your purpose, to make an impact on your world.
Attention all business coaches!
Six Disciplines Leadership Centers will be exhibiting at the 10th Annual International Coach Federation (ICF) Conference in San Jose, CA, November 10-12.
At the Conference, we'll be talking to participants about the business opportunity of a Six Disciplines Leadership Center, which are now launching throughout the U.S.
Six Disciplines Leadership Centers are a new class of small business coaching franchise operations that transforms coaching to the next level. Six Disciplines integrates a systematic business-building methodology, practical Internet technologies, and local business coaching and strategic advisory services, to help the best performing organizations to achieve lasting business excellence.
Come by Booth 174 - we're looking foward to meeting with you!
BOTTOMLINE: Flexibility is the new strength. Find a way to learn faster.
With listening being such an important skill, why is so much of our learning based on reading?
What can we learn from listening? Can we even learn more from hearing - and seeing?
Here is Gary Harpst, author of Six Disciplines for Excellence, describing what kinds of organizations are "ready & able" to use Six Disciplines.
BOTTOMLINE: Leading organizations can best address this shift and retain key talent by better understanding the career motives of their executives and creating professional development plans for emerging executives that support these motives.
BOTTOMLINE: Don't think Gates has lost his momentum. As Microsoft's new products roll out and people see the impact, there will be a "self-correcting reality," he predicted. In other words, the company isn't over the hill quite yet.
BOTTOMLINE: With 2/3 of workers looking for a new job, are there really enough "new" opportunities out there - or is this a situation of "the grass looks greener..."? Perhaps these folks ought to get together for a day -- or even better, a week -- and job-swap. THEN let's re-survey these same folks and see what they think.
Better idea? Look for ways to make you own job, your own career, your own company - even better. Every single day.
Interestingly enough, many of these traits seem to be aligned with our own research at Six Disciplines that describe how high-performing businesses differ from low-performing businesses.
Our research indicates that the top 5 areas where the contrasts / differences were greatest include:
These are all outlined in the chapter "How The Best Differ From The Rest" in Six Disciplines for Excellence.
Management consultant Douglas J. Enns started assembling a list of such signals after he noticed that companies that get into difficulties share common moments of blindness.
Here, in Enns’s words, are seven of those early warning signals:
Read all the details here - and see what happened when companies missed acting on these seven early warning signs of trouble.
Only 4 our of 10 companies regularly brief their Board of Directors on emerging technology strengths, weaknesses, opportunities and threats, according to a global survey of 127 senior executives conducted by the Economist Intelligence Unit, and sponsored by Dimension Data and Oracle.
The survey, published in an Economist Intelligence Unit report called "Staying ahead of the technology curve," sheds light on how effective companies are identifying and exploiting emerging technologies.
While the majority of companies (73%) say they have people monitoring the emergence of new technologies, only 52% of companies regularly keep track of competitors' technology initiatives, and surprisingly, only 44% measure the value of technology once it is implemented.
The top 10 words found to "stand out the most on application forms" include:
Want some key words to include on your resume? Check it out here.
I'm sure they're lots of them out there....if you know of one that is very in-depth, and provides good direction, let me know!
BOTTOMLINE: Dell changed as individuals and as an organization. They are not only creating a "great" company that not only performs consistently both financially and operationally, they are creating a culture that makes people stick around for reasons other than money.
BOTTOMLINE: The research leaves little doubt that people really do make the difference to business performance. However, the relationship is complex, and therefore, ready-made solutions or prescriptive approaches are of little value. Organizations need to be able to analyze their processes in the light of the evidence that is now available to identify the triggers for discretionary effort among their workforce. If they can understand this, they can then make an informed judgement about the HR process model that is likely to bring them the most significant performance gains.
Why the disconnect?
It looks like many CEOs are naive when it comes to operationalizing innovation in their own companies. They're not getting it -- and perhaps not providing the resources (Discipline III - Align Systems) to develop it.
And many managers many don't understand how imporant innovation is (Discipline V. Innovate Purposefully) as a strategic imperative . It appears that senior managers of most companies are out of alignment (Discipline III-F Align People) when it comes to innovation.
For Bill Gates at Microsoft, here were his 5 E's:
Anyone have any additional E's?
BOTTOMLINE: Good luck on your search for The Next Big Thing.
John Adair's authored close to fifty books, and How to Grow Leaders serves as a fine entry point because it encapsulates his many observations.
BOTTOMLINE: No matter what method is used for business improvement (what we call "business-building), if you leave out any one of these essential elements, the likelihood of lasting - sustainable -business excellence, is significantly diminished.