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Walking in Circles “If you can’t describe what you’re doing as a process, you don’t know what you’re doing.” W. Edwards Deming.

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Presentation on theme: "Walking in Circles “If you can’t describe what you’re doing as a process, you don’t know what you’re doing.” W. Edwards Deming."— Presentation transcript:

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2 Walking in Circles

3 “If you can’t describe what you’re doing as a process, you don’t know what you’re doing.” W. Edwards Deming

4 “If you don’t know where you’re going, you might end up somewhere else. Yogi Berra

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6 Tactical Operations StrategicTacticalExecution WHAT? Big Picture – Overall Objective WHERE is this going to take place?WHO does what?

7 Employee Goal Awareness Study 5 Year Study 6778 Employees 530 Companies / Organizations 9 Separate Sectors of the Economy

8 44 Had no organizational objectives

9 45 Couldn’t Name a Single Organizational Goal Transportation & Utilities

10 48 Couldn’t Name a Single Organizational Goal Retail

11 49 Couldn’t Name a Single Organizational Goal Information

12 59 Couldn’t Name a Single Organizational Goal Financial Services

13 60 Couldn’t Name a Single Organizational Goal Manufacturing

14 62 Couldn’t Name a Single Organizational Goal Health & Education

15 63 Couldn’t Name a Single Organizational Goal Professional Consultants

16 69 Couldn’t Name a Single Organizational Goal Hospitality Industry

17 74 Couldn’t Name a Single Organizational Goal Public Administration (Gov’t)

18 “When large numbers of American workers show up to work each day knowing neither why they are there nor what they are supposed to do all day, it means American business is operating very inefficiently, and that means poor service and lower profits.” The Bottom Line

19 Think Strategically Act Tactically StrategicTacticalExecution WHAT? Big Picture – Overall Objective How will I achieve this objective?WHO does what?

20 Think Strategically Act Tactically See Clearly Focus Intently Work Wisely What you want to accomplish Strategic Initiatives Specific Objectives Daily/Weekly Focused Activity

21 Think Strategically Act Tactically See Clearly Focus Intently Work Wisely S.M.A R.T Vision Statements On key initiativesLink daily activities to Initiatives & objectives

22 By December 31, 2012 grow XYZ & Associates into a $250,000 a year management consulting firm working with “C” level executives of medium sized companies in the Phoenix metro area. S.M.A.R.T. Vision

23 Think Strategically Act Tactically See Clearly Focus Intently Work Wisely What you want to accomplish On key initiatives & Measurable objectives Link daily activities to Initiatives & objectives

24 Strategic Initiatives Strategic Initiative SalesFocus on newly promoted “C” level execs MarketingIncrease visibility in Phoenix metro area

25 Measurable Objectives InitiativeObjective Focus on newly promoted “C” level execsSpeak with 10 “C” level prospects per week Increase visibility in Phoenix metro areaImplement direct mail campaign by 6/30/12

26 Action Plans See Clearly Focus Intently Work Wisely S.M.A.R.T. Vision Strategic Initiatives Measurable Objectives Do those things (Daily) that will accomplish stated objectives

27 Action Plans Execute on specific goals ObjectiveAction Item Speak with 25 “C” level prospects per week25 Sales Calls every day this week Implement direct mail campaign by 6/1/12Draft and test direct mail campaign by 5/1/12

28 Think Strategically Act Tactically See Clearly Focus Intently Work Wisely What you want to accomplish On what matters mostDo those things daily/weekly that will accomplish stated objectives

29 “If you can’t describe what you’re doing as a process, you don’t know what you’re doing.” W. Edwards Deming

30 “If you don’t know where you’re going, you might end up somewhere else. Yogi Berra

31 You want an uncomplicated plan, that’s easy to understand, easy to implement and easy to evaluate. Simple Plans = Powerful Results

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33 Most individuals and many Organizations don’t have a plan or a process for getting them from where they are now to where they want to be. If…an organization does have a strategic plan, the chances are very high that plan isn’t connected operationally to their workforce.

34 I base this argument on two pieces of research. One studied people who were lost and the other studied the disconnect between an organizational plan and the work the employees were actually doing. I would also like to share with you personal observations on planning from my 12 years experience in Police tactical operations. The first study conducted by Dr. Jan Sauman and a research assistant named Marc Earnst. These gentlemen work for The Institute for Biological Cybernetics in Germany. In this study examined the walking trajectories of people who were lost.

35 As well as a study conducted by Franklin Covey’s Center for Advanced Research.


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