Six Disciplines

JULY 17, 2011

Eric Kurjan, president of Six Disciplines Northwest Ohio , said it’s Strathman’s expertise and success rate that have helped Strathman Associates thrive. Read the entire story " Success Story: Her Passion Leads to Success" about Strathman Associates and Six Disciplines here in the Fort Myers-Southwest Florida's The News-Press.

Succession 98

Succession Banking Magazine Software 98

Six Disciplines

MAY 18, 2011

60% agreed that their organization allocated the necessary resources to ensure that managers develop the capabilities required to achieve business goals/results. 71% of survey respondents also considered the biggest threats to strategy execution to be lack of understanding, lack of commitment, and lack of skills.

Execution 101

Execution Skills Strategy Succession 101

Six Disciplines

APRIL 25, 2014

Unfortunately, most new CEOs don’t understand the talent level required at each position and the teamwork needed to build a successful company. To have a successful company, most businesses need key people in several categories including research & development, manufacturing, IT, finance, marketing, sales, and HR.

Company 115

Company Teamwork Finance CEO 115

Six Disciplines

MAY 9, 2014

Execution is critical to success. Execution represents a disciplined process that enables an organization to take a strategy and make it work. Developing such a logical approach, however, represents a tremendous challenge - particularly to leaders of growing organizations. The continual problem? The obvious questions?

Execution 118

Execution Strategy Planning Learning-by-Doing 118

Six Disciplines

APRIL 11, 2011

For many organizations, strategy (the " why we're going to do what we're doing") is one of those mysterious, behind-closed-doors activities conducted annually by a small group of senior leaders. Only 5% of employees understand their organization's strategy. Only 5% of employees understand their organization's strategy.

Tactics 148

Tactics Strategy Long-term Execution 148

Six Disciplines

OCTOBER 11, 2013

First, they should be learning organizations. Individuals in the organization should be like members of an Olympic team, where the best keep learning how to get better. Third, the ultimate mark of business excellence is the ability to sustain success—to handle the difficult times well and to continue to grow stronger and better.

Learning Organization 99

Learning Organization Organization Books Team 99

Six Disciplines

SEPTEMBER 12, 2014

An organization that learns a systematic way of setting its priorities, that learns how to build detailed plans, that learns how to proactively manage those plans and communicate in an organized way is in a much better position. It enables an organization that learns how to develop its people to their fullest potential.

Long-term 91

Long-term Efficiency Execution Strategy 91

Six Disciplines

JANUARY 10, 2014

It should be hard: success means growth, growth means change, and change means uncharted territory. If these more obvious changes aren’t enough, every individual in your organization is growing and changing, too. Management leadership is one of five levels of leadership that Six Disciplines helps organizations develop.

Execution 121

Execution Strategy Incentives Learning-by-Doing 121

Six Disciplines

APRIL 18, 2014

And the companies that those executives work for are often the most successful in their industry.". In an astonishing number of organizations, executives, frontline employees, and all those in between are frustrated because no clear strategy exists for the company or its lines of business.". The downside?

Strategy 91

Strategy Strategic Planning Long-term Document 91

Six Disciplines

APRIL 5, 2013

First, they should be learning organizations. Individuals in the organization should be like members of an Olympic team, where the best keep learning how to get better. Third, the ultimate mark of business excellence is the ability to sustain success—to handle the difficult times well and to continue to grow stronger and better.

Learning Organization 95

Learning Organization Organization Books Team 95

Six Disciplines

FEBRUARY 13, 2015

The cumulative effects of misalignment are a significant constraint on the ability of an organization to execute its strategy. 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.

Constraint 70

Constraint Objective Resources Goal 70

Six Disciplines

FEBRUARY 20, 2012

Key findings of the Hay Group's research: When asked what organizations value the most in leaders, 83 percent of the best-in-class organizations as compared to others said “ execution.” ” Organizations value leaders who can achieve results through others. BOTTOMLINE: What's valued most in leaders?

Execution 125

Execution Strategy Quality Class 125

Six Disciplines

APRIL 8, 2011

To make an organization successful, you need to multiply the two. The Formula for a Successful Organization = Strategy X Execution. GREAT EXECUTION = $1,000,000. BRILLIANT EXECUTION = $10,000,000. BOTTOMLINE: The most brilliant idea, with no execution, is worth $20.

Execution 112

Execution Strategy Organization Succession 112

Six Disciplines

MAY 16, 2011

How can strategic alignment be implemented effectively, and what are the key success factors? The first component of a successful strategic alignment is the extensive communication necessary within the organization to understand the elements of the vision and of the key strategic directions needed. Why is this so?

System 101

System Policies Video Goal 101

Six Disciplines

DECEMBER 5, 2014

A lack of understanding among those involved in developing the strategy and what they need to do to make it successful (19 percent). There is a poor match between the strategy and the core competencies of the organization (16 percent). The strategy itself is flawed (18 percent).

Strategy 102

Strategy Core Competence Strategic Planning Public Relations 102

Six Disciplines

APRIL 26, 2013

The participants, who were all owners or senior leaders in their organizations, rated their businesses on many different areas of performance. For this analysis, we evaluated organizations based on a combined factor of growth and profitability. The best small businesses have figured out that success in this area starts with recruiting.

Quality 110

Quality Focus Group Analysis Motivation 110

Six Disciplines

JANUARY 16, 2015

An organization that learns a systematic way of setting its priorities, that learns how to build detailed plans, that learns how to proactively manage those plans and communicate in an organized way is in a much better position. It enables an organization that learns how to develop its people to their fullest potential.

Long-term 70

Long-term Execution Efficiency Strategy 70

Six Disciplines

OCTOBER 3, 2014

Employees in organizations will learn to be accountable – that is, they’ll do what is needed and expected – proportionate to the extent in which three factors are present: Expectations are clear. Employees understand the impact of success, or lack thereof, on the organization. were involved in setting them.

Execution 91

Execution Strategy Executive Coaching Learning-by-Doing 91

Six Disciplines

NOVEMBER 16, 2011

A 2006 Watson Wyatt study involving 12,750 workers across a range of different sectors demonstrated that the three-year total return to shareholders was 36% higher in organizations with high-employee commitment. Successful engagement programs must be embraced company-wide, supported by senior executives, and executed strategically.

ROI 141

ROI Definition Price Operations 141

Six Disciplines

MARCH 7, 2014

The Six Disciplines strategy execution program integrates the business-building elements of strategy, planning, organizing, executing, innovating and learning, and offers a systematic way for organizations to continually improve and achieve lasting business excellence. . Discipline III. Align Systems. Discipline VI.

Constraint 106

Constraint Goal Tools Objective 106

Six Disciplines

AUGUST 1, 2011

Key highlights from the interview: The research that Dr Robert Kaplan, myself and our colleagues at the Palladium Group have done over the years indicate that there are five common principle s that are found in successful companies. Align the organization. Strategy is the job of senior executives. Read the entire article here.

Balanced Scorecard 98

Balanced Scorecard Kaplan Strategy Norton 98

Six Disciplines

MARCH 29, 2011

Here's the top four reasons why your strategy execution may not be working: Your strategy fails to recognize the limitations of your organization. Strategy execution makes huge demands on an organization’s capabilities and resources. Your organization’s business systems or processes can’t support the strategy.

Execution 101

Execution Strategy Tools System 101

Six Disciplines

JULY 10, 2015

Employees in organizations will learn to be accountable – that is, they’ll do what is needed and expected – proportionate to the extent in which three factors are present: Expectations are clear. Employees understand the impact of success, or lack thereof, on the organization. were involved in setting them.

Execution 70

Execution Strategy Executive Coaching Learning-by-Doing 70

Six Disciplines

DECEMBER 20, 2013

the names have been changed to protect the successful.). According to a study conducted by Quality Progress Magazine, the results reveal that those organizations that followed a defined process, (in this case TQM) Total Quality Management made a marked improvement in their quality but also their financial performance.

ROI 106

ROI TQM Quality Magazine 106

Six Disciplines

DECEMBER 6, 2011

A key premise behind Six Disciplines has been to help people and their organizations develop a process for planning and execution. the names have been changed to protect the successful.). Eric and his coaching team's client feedback has been outstanding, and the process is viewed as a significant aspect of their success.

TQM 106

TQM ROI Sample Quality 106

Six Disciplines

MARCH 20, 2015

Your organization needs to be aligned between what you say you are going to do (strategy) and what vital few objectives, initiatives and daily activities (execution) you are undertaking to effectively support the strategy. To ensure success, new behaviors need to be reinforced (rewarded for positive behaviors) so they are repeated.

Execution 70

Execution Strategy Review Objective 70

Six Disciplines

OCTOBER 24, 2014

In researching how to build a sustainable strategy execution program, we’ve uncovered three major barriers that have to be overcome if the program is to be successful. It must also help these organizations recognize that this body of knowledge will keep growing and changing. access to such a wide array of expertise.

Execution 95

Execution Strategy Resistance Technology 95

Six Disciplines

MAY 3, 2013

Instead of “shooting from the hip,” top-performing small businesses take the time to plan well in advance for changes that are likely to affect their organizations. Such organizations have developed a culture that figures out ways to deploy technology, not for technology’s sake, but to better serve their strategy.

CPA 103

CPA Competitive Advantage Technology Fashion 103

Six Disciplines

APRIL 24, 2012

Key findings of the Hay Group's research: When asked what organizations value the most in leaders, 83 percent of the best-in-class organizations as compared to others said “execution.”. Organizations value leaders who can achieve results through others. BOTTOMLINE : What's valued most in leaders?

Execution 92

Execution Strategy Quality Class 92

Six Disciplines

MARCH 17, 2011

Simply put, the focus and capability of an organization can be understood in two dimensions: strategy (deciding what to do) and execution (getting it done). Leaders who build organizations with strong execution over long periods of time achieve enduring excellence.

Competitive Advantage 101

Competitive Advantage Execution Strategy Operations 101

Six Disciplines

JULY 28, 2011

Key findings of the Hay Group's research: When asked what organizations value the most in leaders, 83 percent of the best-in-class organizations as compared to others said “ execution.” ” Organizations value leaders who can achieve results through others. BOTTOMLINE: What's valued most in leaders?

Execution 101

Execution Strategy Quality Class 101

Six Disciplines

MARCH 21, 2011

The cumulative effects of misalignment are a significant constraint on the ability of an organization to execute its strategy. 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. It's what we describe in detail in Discipline III.

Constraint 101

Constraint Objective Video Resources 101

Six Disciplines

AUGUST 1, 2011

Key highlights from the interview: The research that Dr Robert Kaplan, myself and our colleagues at the Palladium Group have done over the years indicate that there are five common principle s that are found in successful companies. Align the organization. Strategy is the job of senior executives. Read the entire article here.

Balanced Scorecard 85

Balanced Scorecard Kaplan Strategy Norton 85

Six Disciplines

MAY 16, 2011

Here's an eye opener: "70% of all major changes in organizations fail - and that number hasn't changed since researchers started examining success and failure rates some fifteen years ago.". This new book is organized well and offers such insights as: The Stages of Successful Change (And What Disrupts It).

Resistance 101

Resistance Open-book Planning Review 101

Six Disciplines

JULY 31, 2015

We need to keep in mind the control factor: regardless of how well we perform as a business, there are many factors to success we cannot control. As ironic as it may seem, there is a growth paradox, the organization that’s good at. It’s critical that organizations continually work on increasing their capacity to execute.

Execution 70

Execution Strategy Innovation Planning 70

Six Disciplines

SEPTEMBER 1, 2011

Successful entrepreneurs discipline themselves to take action even when they're weighed down by the tasks at hand. Take conscious action, and soon you can spend more time tackling bigger challenges and reaping the rewards of greater successes.".

Guidelines 98

Guidelines Entrepreneur Magazine Resources 98

Six Disciplines

SEPTEMBER 1, 2011

Successful entrepreneurs discipline themselves to take action even when they're weighed down by the tasks at hand. Take conscious action, and soon you can spend more time tackling bigger challenges and reaping the rewards of greater successes.".

Guidelines 98

Guidelines Entrepreneur Magazine Resources 98