12 Ladders to World Class Performance: How Your Organization by David Drennan, Steuart Pennington

By David Drennan, Steuart Pennington

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Individual interviews. Asking directors some searching questions, and about their vision of the future of the business gets serious (and essential) thinking started. ALIGNING MANAGEMENT OBJECTIVES / 23 2. Pre-TOM seminar. The facilitator ‘opens windows’ on concepts and ideas that have taken other companies into the ‘world class’ league, which the team might consider interesting for their own company. Without the injection of new thinking, the strategy meeting is likely to produce many of the same old ideas as before.

They assume they are there ‘to do their job’, and that their salary will automatically materialize at the end of the month. Somehow they see the company like a fruit machine that pays out as long as they pull the handle; they do not think about the need to keep putting money in the back of the machine for it to keep producing. Everyone in commercial organizations needs to realize that their current and future salaries are actually in the pockets of real customers outside the walls, and they will only keep giving the company money if they satisfy their needs as well as, or better than, the competition.

And they are forever striving to make the notes serve the needs of the customer better, eg easier to go through an ATM machine, easier to manufacture, harder to forge, easier for the public to tell a genuine note from a counterfeit, etc. LEVEL 2 ‘Everyone realizes that the paying customer is the most important person in the business’ L L Bean is a US company that sells fishing and game sporting goods by mail order. They have a legendary order fulfilment and warehousing system that is regularly benchmarked by other companies seeking to reach world class standard.

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