Six Disciplines

SEPTEMBER 3, 2011

A new white paper from The Ken Blanchard Companies shows that poor leadership is costing the average company an amount equal to 7% of their annual revenue. Poor leadership is responsible for up to 30% of the reasons why people leave their organizations according to exit interviews conducted by The Saratoga Institute.

White Paper 74

White Paper Cost Blanchard Organization 74

Six Disciplines

FEBRUARY 24, 2011

When GE's CEO Jeff Immelt (recently tapped by President Barack Obama as his next top outside economic adviser) teaches up-and-coming leaders at the company's famed management-development center, he runs through a checklist of what he calls " Things Leaders Do.". It's how your company fits in with the world and how you respond to it.".

CEO 98

CEO Self-aware Leadership Active Listening 98

Six Disciplines

FEBRUARY 20, 2012

In the Best Companies for Leaders survey , management consultancy Hay Group identified the top 20 best-in-class companies as well as what makes these companies known for great leadership. The top 20 best companies for leaders make leadership development a priority. BOTTOMLINE: What's valued most in leaders?

Execution 125

Execution Strategy Quality Class 125

Six Disciplines

FEBRUARY 7, 2014

Does your leadership team set consistent expectations for accountability? Understand your company''s core competencies. Identify the systems and processes that are now in place throughout your company and rely on your team members to make the systems and processes more efficient and more effective. Validate your team members.

Organization 117

Organization Core Competence How To Efficiency 117

Six Disciplines

SEPTEMBER 5, 2014

Key take-aways from their latest research: Companies often manage strategy in fits and starts. Companies need a formal process for using strategic objectives to set priorities for where operational improvements can have the largest impact on strategy execution. Leadership sets the ambitious vision and stretch targets.

Balanced Scorecard 98

Balanced Scorecard Execution Strategy Kaplan 98

Six Disciplines

APRIL 24, 2012

In the Best Companies for Leaders survey, management consultancy Hay Group identified the top 20 best-in-class companies as well as what makes these companies known for great leadership. The top 20 best companies for leaders make leadership development a priority. BOTTOMLINE : What's valued most in leaders?

Execution 92

Execution Strategy Quality Class 92

Six Disciplines

FEBRUARY 13, 2015

In fact, research has shown that up to 50% of the resources of a typical organization are not being effectively applied to the mission and vision of the company. In every day processes, as the organization changes, the "current" approach to doing things becomes less aligned with the goals of the company.

Constraint 70

Constraint Objective Resources Goal 70

Six Disciplines

JANUARY 10, 2014

William Pollard, Chairman of The ServiceMaster Company, “there is no innovation, creativity, or incentive for improvement. Management leadership is one of five levels of leadership that Six Disciplines helps organizations develop. Without change,” warns C. Six Disciplines Execution Revolution by Gary Harpst.

Execution 121

Execution Strategy Incentives Learning-by-Doing 121

Six Disciplines

APRIL 26, 2013

In trying to better quantify factors that contribute to excellence, we surveyed more than 300 small businesses (each with 10 to 100 employees) that included a range of service, product and project-oriented companies. Strength of the Leadership Team. The first was the ability of leadership to define a clear vision for the company.

Quality 110

Quality Focus Group Analysis Motivation 110

Six Disciplines

JULY 28, 2011

In the Best Companies for Leaders survey , management consultancy Hay Group identified the top 20 best-in-class companies as well as what makes these companies known for great leadership. The top 20 best companies for leaders make leadership development a priority. BOTTOMLINE: What's valued most in leaders?

Execution 101

Execution Strategy Quality Class 101

Six Disciplines

NOVEMBER 1, 2013

Six Disciplines’ program combines continuous business improvement methodology based on proven best-practices, an innovative add-in for Microsoft Outlook, and coaching services to increase self-leadership effectiveness. CapitalWorks companies have seen a significant increase in each organization’s level of performance excellence.

Case Study 91

Case Study Micromanagement Metrics Commitment 91

Six Disciplines

MAY 16, 2014

The research identified the leading obstacles that hinder strategy execution and what companies can do to overcome them. Higher-performing companies are much more likely than lower performers to provide clarity. Leadership development seems to be a deficit in the area of execution. Speed and adaptability are differentiators.

Execution 87

Execution Strategy Human Resources Trends 87

Six Disciplines

MARCH 21, 2011

In fact, research has shown up to 50% of the resources of a typical organization are not being effectively applied to the mission and vision of the company. In every day processes, as the organization changes, the "current" approach to doing things becomes less aligned with the goals of the company.

Constraint 101

Constraint Objective Video Resources 101

Six Disciplines

AUGUST 29, 2014

To wit, here''s a short refresher on why companies fail: Failure to understand the customer. • Failure to develop new employee and leadership skills. Failure to obtain sufficient company resources to accomplish task. Failure to obtain sufficient company resources to accomplish task. Failure to manage change.

Execution 91

Execution Strategy Incentives Uncertainty 91

Six Disciplines

OCTOBER 11, 2011

At Six Disciplines, our research has shown that the number #1 difference between the highest- and lowest-performing organizations is strength of leadership , based on the average of several factors. One of those factors was the ability to motivate or engage the people in the company in pursuing its goals.

Execution 98

Execution Strategy Core Competence Commitment 98

Six Disciplines

MARCH 17, 2011

The combination of strategy (the choices of what we do versus what not to do) and execution (how well the choices are carried out) becomes the field upon which the Execution Revolution occurs in any given company. Regardless of whether a company is a start-up or a seasoned business, strong strategy usually leads to growth in sales.

Competitive Advantage 101

Competitive Advantage Execution Strategy Operations 101

Six Disciplines

OCTOBER 11, 2011

At Six Disciplines, our research has shown that the number #1 difference between the highest- and lowest-performing organizations is strength of leadership , based on the average of several factors. One of those factors was the ability to motivate or engage the people in the company in pursuing its goals.

Execution 89

Execution Strategy Core Competence Commitment 89

Six Disciplines

JULY 25, 2014

Marketing (company image, reputation, positioning, market share, growth). Organizational (leadership, accountability, commitment, engagement). Consider exploring these key categories: Strengths and Weaknesses. Products and Services (price, quality, Finances (stability, profitability, debt to equity ratio).

SWOT 99

SWOT Debt to Equity Ratio Analysis Supply Chain 99

Six Disciplines

JANUARY 12, 2012

Slightly more than 20% of companies with no continuous improvement programs reported an increase in cash flow over the past year compared to more than 50% of companies with mature continuous improvement programs.

Competitive Advantage 82

Competitive Advantage Metrics Maturity Strategic Planning 82

Six Disciplines

FEBRUARY 1, 2013

William Pollard, Chairman of The ServiceMaster Company, “there is no innovation, creativity, or incentive for improvement. Management leadership is one of five levels of leadership that Six Disciplines helps organizations develop. Without change,” warns C. Six Disciplines Execution Revolution by Gary Harpst.

Execution 82

Execution Strategy Incentives Learning-by-Doing 82

Six Disciplines

MARCH 21, 2011

Key take-aways from their latest research: Companies often manage strategy in fits and starts. Companies need a formal process for using strategic objectives to set priorities for where operational improvements can have the largest impact on strategy execution. Leadership sets the ambitious vision and stretch targets.

Balanced Scorecard 101

Balanced Scorecard Execution Strategy Kaplan 101

Six Disciplines

DECEMBER 13, 2013

Those who have worked both in small and large organizations have a much better appreciation for how fundamentally different large companies are from small ones. As organizations increase in size, the leadership team moves from generalists to specialists who are responsible for a particular business area. They include: 1.

Customer Intimacy 133

Customer Intimacy Hammer Competitive Advantage Organization 133

Six Disciplines

JANUARY 9, 2015

To wit, here''s a short refresher on why companies fail: Failure to understand the customer. • Failure to develop new employee and leadership skills. Failure to obtain sufficient company resources to accomplish task. Failure to obtain sufficient company resources to accomplish task. Failure to manage change.

Execution 70

Execution Strategy Incentives Uncertainty 70

Six Disciplines

JANUARY 31, 2011

Recent 2010 research* confirms what we know to be our biggest challenges as executives: 52% of executives don’t feel their company’s strategy will lead to success. 67% admit that their company’s capabilities don’t fully support their strategy. 64% agree that their company has too many conflicting priorities.

Executive Coaching 101

Executive Coaching Execution Six Sigma Benchmarking 101

Six Disciplines

OCTOBER 11, 2011

Step Back , is to get your leadership team to use their experience and judgement to begin narrowing the focus of planning toward your organization's most important strengths, weaknesses, opportunities and threats. The purpose of looking at strengths, weaknesses, opportunities and threats in Discipline VI.

SWOT 98

SWOT Strategic Planning Analysis Planning 98

Six Disciplines

OCTOBER 11, 2011

Step Back , is to get your leadership team to use their experience and judgement to begin narrowing the focus of planning toward your organization's most important strengths, weaknesses, opportunities and threats. The purpose of looking at strengths, weaknesses, opportunities and threats in Discipline VI.

SWOT 98

SWOT Strategic Planning Analysis Planning 98

Six Disciplines

SEPTEMBER 7, 2011

Our research over the past decade at Six Disciplines has revealed that the best performing businesses have five factors in common: A strong leadership team. BOTTOMLINE: Download the Six Disciplines whitepaper " How The Best Companies Differ From The Rest - The Five Secrets of High-Performing Organizations ".

Organization 115

Organization Download Quality Technology 115

Six Disciplines

JANUARY 23, 2015

Active communities in the Execution Revolution consist of communities with these titles: coaches, leadership teams, initiative teams, team leader and team members and cross-company roles. For senior leadership, the only way to remove this barrier is to display a passion for learning how to execute strategy effectively.

Execution 70

Execution Strategy Core Competence Executive Coaching 70

Six Disciplines

SEPTEMBER 7, 2011

Our research over the past decade at Six Disciplines has revealed that the best performing businesses have five factors in common: A strong leadership team. BOTTOMLINE: Download the Six Disciplines whitepaper " How The Best Companies Differ From The Rest - The Five Secrets of High-Performing Organizations ".

Organization 108

Organization Download Quality Technology 108

Six Disciplines

JULY 8, 2011

The research identified the leading obstacles that hinder strategy execution - and what companies can do to overcome them. Higher-performing companies are much more likely than lower performers to provide clarity. Leadership development seems to be a deficit in the area of execution. Speed and adaptability are differentiators.

Execution 98

Execution Strategy Human Resources Trends 98

Six Disciplines

DECEMBER 19, 2011

The seven criteria include: Leadership. In 2007, a northwest Ohio company, Pro-Tec Coating Company (a division of U.S. Strategic Planning. Customer and Market Focus. Measurement, Analysis and Knowledge Management. Workforce Focus. Process Management. Business Results. Here's what they had to say about Six Disciplines. ).

Six Sigma 92

Six Sigma Strategic Planning Executive Coaching Knowledge Management 92

Six Disciplines

MARCH 6, 2015

One research report revelad that 85% of leadership teams spend less than 1 hour a month discussing strategy. Your employees need to be personally committed to your company''s goals - not just compliant. To engage them, connect their work to the purpose of the company. Poorly Understood Strategy. People Are Not Engaged.

Core Competence 70

Core Competence Short-term Long-term Fashion 70

Six Disciplines

MAY 17, 2013

Those who have worked both in small and large organizations have a much better appreciation for how fundamentally different large companies are from small ones. As organizations increase in size, the leadership team moves from generalists to specialists who are responsible for a particular business area. They include: 1.

Customer Intimacy 116

Customer Intimacy Hammer Competitive Advantage Organization 116

Six Disciplines

APRIL 13, 2011

85% of leadership teams spend less than 1 hour per month discussing strategy.[2]. Only 27% of a typical company’s employees have access to its strategic plan. [3]. 3] (Strategy & Leadership Journal, May/June 1999). [4] Consider these alarming stats: 90% of well-formulated strategies fail due to poor execution. [1].

Norton 101

Norton Kaplan Execution Strategy 101

Six Disciplines

MAY 2, 2011

Here are the top five key differences of top-performing organizations, in order of their importance: Strength of the Leadership Team. Top-performing organizations rated 155% higher than the lower performers.

Organization 101

Organization Teamwork Download Ethics 101

Six Disciplines

FEBRUARY 7, 2011

Frequent communication is essential if plans are to be executed well -- very effective companies have regular dialogues between the leadership team and unit managers. Research suggests that companies that have delivered the best results to shareholders combine a blend of both approaches.

Strategy 98

Strategy Resistance Execution Planning 98

Six Disciplines

APRIL 12, 2013

Over the years, we learned we needed to be more specific in terms of defining our leadership. What types of leadership did we want (full services, price, convenience)? In what markets (type of company, geography, etc.) did we want to lead?

Open-book 91

Open-book Commitment Software Definition 91