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Full Description
Why do most corporations fail to achieve breakthrough performance? They make things too complex. They clutter it with jargon and confusion. They dither on the launch pad. They hire too many consultants, chase after too many fads. It doesn't have to be that complicated. Whatever your goal, whatever your role, Michael T. Kanazawa and Robert H. Miles introduce a simple, practical, 100% results- driven approach that works. Drawing on their experience working with hundreds of senior executives, they show how to align your organization behind just a few core initiatives; bias your people toward speed; create leaders at every level; and achieve traction and accountability in all facets of execution. You'll learn how to engage people instead of frustrating them, and harness their energy instead of wasting it. Whether you're executing a new initiative, entering a new market, or attempting to transform your entire enterprise, this book will help you find the right path, clear the obstacles, and get there-surely and quickly. Today's companies recognize that they must constantly improve at every level, from frontline customer-facing functions to enterprise-wide strategy. They must execute bold new strategic initiatives more effectively... integrate and align acquisitions more quickly...and accelerate and sustain growth in the face of unprecedented competition. But wherever business transformation and breakthrough performance must occur, many of the challenges are the same. Now, there's a breakthrough methodology for overcoming these challenges. In BIG Ideas to BIG Results, Michael T. Kanazawa and Robert H. Miles introduce the Accelerated Corporate Transformation (ACT) methodology: A simple, no-nonsense process that is grounded in reality, inclusive of people, and 100% results-oriented. Drawing on over twenty years refining and applying ACT, initially at Harvard Business School and then in leading enterprises, Kanazawa and Miles identify crucial steps to success, as well as practical solutions to the inevitable roadblocks you'll face. Their #1 insight: Many obstacles stem from managers making situations and decisions more complex than they really are, and taking too much time to get ready. ACT strips away complexity and indecision, helping you move far more rapidly and predictably from strategy development through execution. Designed by leaders for leaders, this book will help you execute more rapidly and lead more effectively, to achieve breakthrough performance at any level, in any function, in any organization.Step-by-step, leader-driven techniques that work-simply and quicklyBusiness transformation and breakthrough performance without the confusion and complexity What leaders must know-and do-to succeedMaking it happen from the inside out-without hordes of consultants Conquer "corporate gridlock" at lastStay focused on what really matters, instead of bouncing from one initiative to the next Rapidly engage the full organization......to power up leadership at every levelwww.bigideastobigresults.com
Contents
Chapter 1The Sugar High 3Get Your ACT Together 6Make Transformation a Simple Routine 9Endnotes 11Chapter 2: Breaking Through Gridlock 13Gridlock! The Task Overload Epidemic 13Where Did All of This Clutter Come From? 14The New Definition of Big Box Retail 15Task Overload Undermines Accountability 16One Company-Not Many 18Busting Through Gridlock: Getting Started 19The Leader's Challenge: Less Is More 20Fighting Fires Versus Fire Prevention 23Endnotes 24Chapter 3: Creating Safe Passage 25Safe Passage-A Clear Transformation Process 25The ACT Process Basics: Powerfully Simple 28This Is Not a New Religion, Just a BetterWay of Managing the Business 30Endnotes 32Chapter 4: Confronting Today's Reality 33The Emperor's Ugly Clothes 35Dialogue Versus Discussion 36Generating Dialogue as a Leader 37Priming the Pump 39Canary in a Coal Mine 41On the Outside Looking In 44Talk with Customers and Noncustomers 47You Are Here: Map the Market 48Confronting Reality Work Session 52Endnotes 54Chapter 5: Sharpening the Strategy Arrow 55A One-Page View of the Future 56Creating a Strategic Vision 60Business Success Modeling 63Due Diligence on Yourself 65Endnotes 71Chapter 6: Absolute Alignment 73Translation to Three Corporate Initiatives 74Have You Lost Your Marbles? 76What NOT to Do 78Restack the Whole 80Individual Commitments to Action 83Alignment of Commitments-Reducing Silos 84Alignment of Values 87Put Your Money Where Your Mouth Is 89The Bottom Line on Alignment 90Endnotes 93Chapter 7: Rapidly Engaging the Full Organization 95It's All about the Results 96Quantum Jumps 98"Back in Black" Friday 99Employee Engagement Is Not Barbeque 100High-Engagement 101Hear It from My Boss 102Unbounded, But Grounded in Reality 102Putting It All Together 104Reaching Scale and Speed 109Lighting 1,000 Fires Only Gets You Burned 110Endnotes 112Chapter 8: Productive Speed 113Get the Train Moving, Now 113The Benefits of Productive Speed 116All Aboard at Internet Speed 118Designing the Process for Speed 121The No-Slack Launch 123Quick Starts 127How Do You Keep Time? 131Speed as a Leadership Discipline 133Endnotes 134Chapter 9: Creating Leadership Power at All Levels 135The Power Curve 136The Under-Powered Organization 137Shifting Up the Power Curve 137Executive Management 138Middle Management 141A Real High Flyer 142Front-Line Managers 143Big Ideas from within the Team 145Sharing Power Creates Power 147Endnotes 148Chapter 10: Building Operational Traction 149Commit with Confidence, Publicly 150Building Traction 151Accountability 156Simple Closed-Loop Accountability 156Promises Versus Declarations 160Don't Get Overly Fixated on the Dashboard 164Misguided Incentives 168Performance Coaching 171Endnotes 173Chapter 11: Over the Hump and Into the Slump 175Post-Launch Blues 178Mid-Course Adjustment 181The Process Is Not a One-Time Overlay 182Mini-Cascades 184Launching the New Year 187Oh Right, the Behaviors 191You Don't Get to Relax 192Plan to Punctuate the Equilibrium Regularly 192Endnotes 194Chapter 12: Are You Up to the Challenge? 195White-Hot Commitment of the Leader 196Change the People, or Change the People 197You Don't Have All the Answers (And Nobody Expects You To) 201Get Real 203Go For It! 204Endnotes 205Afterword 207Acknowledgments 217About the Authors 221Index 225
