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Ten3 Smart Course |
Synergistic, Motivational, Achievement-oriented, Rapid, Technology-powered
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Modern synergistic 360 approach to value chain management in the new knowledge-driven and rapidly changing business environment
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The
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in Business e-Coaching!
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This site is Ranked #1 by Google for"Value Chain Management" out of about 60-million-wide (!!!) competition! |
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Contents
1. Sustainable Growth Strategies The Tree of Business See the slide 10 Rules for Building a Sustainable Growth Business New Economy: Key Features See the slide Growing Role of Intellectual Assets Fundamental Management Changes Engendered by Internet Business Model: 1+6 Components See the slide 10 Forces Behind New Business Models 6Ws of Sustainable Corporate Growth See the slide Inclusive Company Sustainable Growth Strategies Competitive Strategies See the slide Corporate Capabilities Sustainable Competitive Advantage: 5 Criteria Sustainable Competitive Advantage: Resource-based View Sustainable Competitive Advantage: Synergy of Capabilities See the slide Lessons from Jack Welch: Articulate Your Vision Corporate Vision See the slide Innovation Strategies for Top-line and Bottom Line Growth Balancing Dynamic Organizational Dichotomies The Tao of Business Success See the slide Balancing Outside-In and Inside-Out Strategies Lessons from Jack Welch: See Change as an Opportunity Lessons from Jack Welch: Live Speed Fast Company Success Story: Charles Schwab Best Practices: Charles Schwab's Corporate Guiding Principles Owning Your Competitive Advantage 2. Modern Holistic Approach to Value Creation Balanced Business System See the slide Management: New Model vs. Traditional The Tao of Balanced Management Customer Value Proposition The Tao of Customer Value Creation See the slide Success Story: New Business Model of Dell Corporation Customer Retention: Why Companies Lose Customers New Company-Employee Partnership Employee Empowerment: 3 Levels Employee Satisfaction Employee Motivation: Manager-Employee Motivation Index Lessons from Jack Welch: Create a Learning Culture Managing Knowledge Workers The Wheel of Knowledge Management Coaching in the Workplace: Key Benefits Winning Organization: Learning – Teaching – Coaching Innovation: The Key to Survival and Success Case in Point: Intellectual Property Management by High-Growth Firms Creating Sustainable Profit Growth: 9 Questions to Answer Success Story: Innovative Revenue Model of Xerox Economic Value Added (EVA) Leading-Edge Three-Tier Reporting Model 3. Extended Enterprise and Value Chain Changes That Call For a New Business Model Extended Enterprise Core Competencies Strategic Alliances: Synergizing Resources and Capabilities Business Process Outsourcing (BPO): Key Benefits Virtual Integration: 3 Action Areas Value Chain Value Stream Analysis and Mapping Lean Supply Chain and Customer Relationships Supply Chain Management (SCM) 4. Values-based Organization and Leadership 7Ss - a Framework for Analyzing and Improving Organizations Knowledge-driven vs. Industrial Enterprise Innovation Drivers in Industrial and Knowledge-driven Enterprises Results-based Leadership See the slide Organizational Fitness Profile (OFP) Lessons from Jack Welch: Put Values First Values-based Leadership Shared Values Best Practices: GE Values Guide Best Practices: HP Values Strategies for Building a Growth Culture Best Practices: Building a Flexible Culture at Dell Computers Innovation-friendly Organization: 6 Components Success Story: Creating a Most Competitive Enterprise See the slide Best Practices: 25 Lessons from Jack Welch Lessons from Jack Welch: Involve Everyone Lessons from Jack Welch: Instill Confidence Lessons from Jack Welch: Energize Others See the slide Lessons from Jack Welch: Make Business Fun Lessons from Jack Welch: Make Everybody a Team Player Team Building: a Dream Team Building Trust Employee Performance Management: Holistic Approach Inspiring People See the slide Energizing Employees: 4 Principles Coaching Style: Skill / Will Matrix Performance Management: Balanced Scorecard The Wheel of Business Evolution 5. Harnessing Diversity and Building Synergies Shift from Linear to Systemic Innovation Systemic Innovation: 7 Areas See the slide Leading Systemic Innovation Creating Cross-functional Teams Systemic Innovation: Engaging Cross-functional Innovation Teams New Product Development by Cross-functional Teams The Tao of Intellectual Cross-Pollination The Tao of Leveraging Diversity Harnessing the Power of Critical Opposites Creative Leadership Business Architect See the slide Business Architect: Cross-functional Expertise Requirement Systems Thinking Cross-functional Excellence 6. Enterprise-wide Business Process Management Business Process: Definition and Characteristics Process Management: Shift from Functional to Cross-functional Model Payoffs of Process Approach to Business Process Thinking Assessment Form Eight Essential Principles of EBPM Cross-functional Management (CFM) The Tao of Business Process Innovation E-Business: Integrating IT Aligning IT and Business Business Process Management System (BPMS) 11 Traits of a True IT Leader 7. Lean Production and Continuous Improvement Continuous Improvement Firm (CIF) Japanese Suggestion System: Goals and Benefits Japanese-style Individual-based Suggestion System STRIDES: a Model for Solving Complex Problems Kaizen: Job Functions as Perceived by Japanese Managers Kaizen Mindset Kaizen: 7 Conditions for Successful Implementation See the slide Quick and Easy Kaizen Best Practices: Practicing Kaizen at Fidelity Investments Best Practices: Employee Empowerment at Fidelity Investments Best Practices: Employee Empowerment at Fidelity Investments Kaizen and Radical Innovation Lean Production: Removal of Waste Activities Lean Production: 7 Wastes To Be Eliminated Lean Production: Typical Benefits Lean Value Chain Lean Production: An Overview Components of Lean Production System Just-In-Time (JIT) Manufacturing Best Practices: Toyota Production System (TPS) See the slide Best Practices: 7 Principles of Toyota Production System (TPS) Best Practices: Canon Production System (CPS) Best Practices: Canon Production System (CPS) – Key Structures Case Study: Lean Manufacturing at GSEP Ltd. (India) Case Study: Lean Manufacturing at Automotive Companies (USA) 10 Commandments of Lean Production and Improvement Cleaner Production Strategies The Tao of Cleaner Production 80/20 Principle Success Story: GE Work-Out Best Practices: 7 Steps to Implement Work-Out Customer's Perception of Quality Computing the Cost of Quality Total Quality Management (TQM) Deming's 14 Point Plan for TQM Kaizen and TQM Areas Targeted by TQM in Japan Japanese TQM Model Best Practices: 14 Slogans for TQM at Pentel. Japan Lessons from Jack Welch: Live Quality 8 Rules for Managing Quality Six Sigma: Benefits of Reaching Higher Sigma Levels Case Study: Impact of Six Sigma Implementation at GE Case Study: Making the Six Sigma Process Work at GE Integrating Six Sigma With Business Process Management Integrated Environmental and Quality Management System (EQMS) EQMS: Common Statement of Policy 9. Marketing, Selling, Service-Profit Chain Synergistic Marketing and Selling See the slide Designing Your Core Marketing Message (CIMM) Differentiation Strategy: 3 Parts Weak and Strong Differentiating Strategies Brand Equity Strategic Brand Management Brand Building and Product Marketing Effective Advertising Differentiating With Different Types of People Market Development Trends Psychographic Classification of Customers Service-Profit Chain Customer Intimacy Lessons from Dell Computers: Segmentation by Customer Customer Relationship Management (CRM) Customer Training: Traditional and New Business Models Customer Partnership Lessons from Michael Dell: Turn Your Customers Into Teachers The Tao of Value Innovation See the slide Blue Ocean Strategy vs. Red Ocean Strategy Lessons from Jack Welch: Constantly Focus on Innovation Best Practices: Characteristics of the Most Successful Companies Innovation vs. Operations Management Radical vs. Incremental Innovation Internal and External Ventures Lifestyle vs. Venture Management Success Story: Spinouts of Thermo Electron Corporation Success Story: In-company Ventures by Corning Success Story: Corporate Venture Investing by GE Equity Best Practices: GE Equity – Critical Success Factors Business Synergies Approach to Project Management See the slide Project Management: Two Approaches See the slide Lessons from IDEO: New Product Design Best Practices: Innovation Process Attributes in Silicon Valley Innovation System New Product Metrics Keys To Successful Market Learning Experimentation – The Key To Discovery The Jazz of Innovation See the slide The Jazz of Innovation: Key Components The Fun Factor |
10 Chapters
Sample Ten3 SMART Lessons (Slide + Executive Summary)
The term "extended enterprise" represents a new concept that a company is made up not just of its employees, its board members, and executives, but also its business partners, its suppliers, and its customers. The notion of extended enterprise includes many different arrangements such as virtual integration, outsourcing, distribution agreements, collaborative marketing, R&D program partnerships, alliances, joint ventures, preferred suppliers, and customer partnership.
Previously organizations have been thought of as linear entities, each with a linear value chain that consisted of all the activities required to design, market, sell, produce, deliver and support products and services. Suppliers and customers were thought to be "outside" the organization's domain. And the organization was depicted as a hierarchy of reporting relationships, primarily functionally aligned. The new economy, with high-tech companies rapidly evolving and "old economy" enterprises embracing new ideas, brought tangible reality and urgency to new organizational forms. With globalization of markets, productivity pressures, scarce resources, intensifying competition, blurred industry boundaries and rapid technology change, new relationships and structures have emerged in all sectors of the economy. Modern organizations create new ways of delivering value to customers, new approaches to collaborating with suppliers along with critical thinking about organizational structure and purpose.
Technology plays a strategic role in the extended enterprise - in some cases driving the opportunity for change and in others facilitating collaborative relationships and inter-organizational operation. IT enables the openness, immediacy, information sharing, flexibility and adaptability that the extended enterprise demands. Information technology also enables customer responsiveness, speedy decision making, superb inventory control and greater visibility across the extended organization for demand planning. (Source: IDC)
Transforming the Traditional Functional Mindset Excerpts from "BPM - Approaches & Best Practices" by Andrew Spanyi In far too many organizations, senior management's traditional functional mindset represents one of the most significant barriers to change. Indeed, there is reason to believe that the traditional functional paradigm has done more to impede customer focused, business performance improvement over the past two decades than almost any other factor. This way of thinking stands in the way of executives understanding and improving the flow of cross-functional activities which create enduring value for customers and shareholders. It promotes the type of thinking that impedes the effective deployment of enabling information technology. It promotes also 'silo behavior' and turf protection, and an undue pre-occupation with organization structure. This mindset contributes to the mistaken belief that if it was somehow possible to properly define the boxes on the organizational chart, and fill in the names of the "right" people in the key boxes - then the organization's performance will automatically improve. Yet, little is further from the truth. Further, it encourages a distorted view of performance measurement and executive rewards, shifting focus away from meaningful measures such as the timeliness and quality of services provided to customers, and towards less significant measures around functional departmental performance. It reinforces a task focus and traditional command and control behavior, where questions such as 'What is the scope of my responsibility?' and 'Who are the key subordinates who can help me look good?' are foremost and top of mind. Moreover, traditional functional thinking has also led to outdated management practices in the areas of goal setting and problem solving and it stifles innovation. So what to do? How can you transform the traditional functional mindset such that your organization is designed to make it easy for customers to do business with the company and easier for employees to better serve the company's customers? An effective way of transforming the traditional functional mindset is to embrace enterprise business process thinking and install enterprise business process management (EBPM) practices. What does this involve? Frankly, it requires a lot of very hard work, and concepts which will make some of your executives very, very uncomfortable. Why do it? Simply because the benefits of making this mental model transition are significant.
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