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And it contributes to "paralysis by analysis," where our worry over being wrong ties individual initiative into knots. Instead of exaggerated plans, truly high-speed companies have a short list of "the shalls and shall nots" for their business.
Learn how your comment data is processed. Check Availability. You can go to cart and save for later there. Home About Us Products Sitemap. Arrow Electronics-which found success by solving problems that drove its customers crazy and has become a twenty-billion-dollar electronics giant by shifting its focus from selling commodities to custom tailoring solutions. Harris MD DSc.
These guiding principles act as boundaries--increasing ethical, strategic action and motivating everyone to adapt, improvise and overcome all obstacles quickly. Everyone knows them and is empowered to act in accordance with them.
When an engineer in ancient Rome finished building a bridge, by law, he had to sleep under it. Centuries later, the English expanded on Roman law by making the family of the engineer join him as he slept under that new bridge.
Harsh consequences made people more accountable in those ancient minds--if your work was defective, you and your loved ones would suffer. It's a tradition a lot of today's bosses think might help them make managers more accountable. CEO Bob Engel has a better idea.
Under Engel's leadership at the fast growing, highly profitable, incredibly productive company, CoBank, he uses engagement and clarity as the catalyst for total accountability. Now, let us tell you what we were thinking, where we're trying to go and let's discuss it and find out what you need from our end.
Seven years after Howard Schultz left the day-to-day at Starbucks he critiqued his successors, "We've made a series of decisions that have led to the watering down of the Starbucks experience. In all these cases, and for every other high flyer that plummeted to earth over the last four decades, success has been a double-edged sword. Nothing beats the feeling of winning, putting up big numbers and leaving the competition in the dust.
But success also makes risk takers risk adverse and empowers the yes men at headquarters to sweep uncomfortable facts under the rug.
In other words; just don't suck. Yet business often sucks, and most CEOs are oblivious. Effective planning can save you time and money.
Exaggerated planning causes executives to be rigid and lose flexibility as they blindly administer the " page plan from headquarters. In one in four beers sold in America was a Budweiser. Now it's one in twelve.
Connect the dots. Make it OK to make mistakes.
Written by Anita Bruzzese. Subscribe to Quick Base Blog. Thank you! The information has been submitted successfully. Recomended Posts.