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ACMEACME A Global Methodology Developed and presented by Lori Berhon © 2008.

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Presentation on theme: "ACMEACME A Global Methodology Developed and presented by Lori Berhon © 2008."— Presentation transcript:

1 ACMEACME A Global Methodology Developed and presented by Lori Berhon © 2008

2 What is ACME? ACME © 2008 Lori Berhon

3 Roadmap For Success Studies have proven that, although 49% of all humans prefer not to ask for directions, humankind in totality has a vested belief in the existence of a formula which, if followed without either question or deviation, will lead to the desired result. This applies regardless of how unlikely either the formula or the result. ACME © 2008 Lori Berhon

4 Why Choose ACME? ACME is a universal formula for success –Discipline-agnostic –Bias-free Long-term benefits of ACME: –Flexibility –Scalability –Easy integration with other capabilities Short-term benefits of ACME: –Reduced stress, due to assumed guarantee of success –Increased self-esteem, due to association with a history of success –A box to “think out of” ACME © 2008 Lori Berhon

5 While itself a discrete management paradigm, ACME organically enables the incorporation of a multiplicity of standards and practices. ACME © 2008 Lori Berhon

6 1.This is THE Methodology 2.Put no other Methodology before this one 3.Do not yearn after your previous Methodologies 4.Embrace this Methodology whole, and not quibble with details 5.Do not seek after loopholes 6.Honor your Coach and your Evangelists 7.Shun those who would cleave to “common sense” 8.If it is not broken, fix it Commitment is Key ACME © 2008 Lori Berhon As with similar management paradigms, the success* of ACME hinges on the commitment of those who implement the methodology. Follow these simple affirmations: * The success of ACME is defined as successful insertion of the methodology into the corporate culture and is not dependent on quantifiable results thereof.

7 The ACME Way 1.Establish a set of standard steps a.Use these steps to establish a set of standards b.Identify an artifact for measuring the efficacy of each standard a.“Gate” each step with its designated metric artifact An ACME Ace! Despite the enormous popularity of 12-step programs, it is more effective to create an odd number of steps. This guarantees you will never find your program in the demoralizing stasis of a state of completion.  2.Arrange your standards in a logical order ACME © 2008 Lori Berhon

8 3.Establish nomenclature* An ACME Ace! The importance of this step cannot be overestimated! Providing and enforcing the use of nomenclature empowers your ACME team, creating an aura of knowledge and experience that commands respect throughout your organization. As you invite select individuals and groups to share in this vocabulary, you bestow a sense of privilege and belonging, automatically occasioning an invaluable “us against them” team-building exercise.      a.Be sure to include a discreet set of acronyms! * Discussed in the presentation appendix. ACME © 2008 Lori Berhon

9 An ACME Ace! By not adopting your organization’s logo, color or font choices, you create a visual distinction that supports the view of ACME as an industry standard Governance tool.    4.Create templates for metric “gate” artifacts. a.Incorporate your new ACME nomenclature into metric artifacts (see Step 3). b.Use colors or symbols that differentiate these artifacts from your organization’s style sheet. c.Establish a relationship traceability matrix for artifacts, with fields for completion signoffs. An ACME Ace! Show that you mean business! By appearing to enforce accountability, you generate a useful levels of intimidation among the weak, while earning both grudging admiration from the competent and respect from those in power.    ACME © 2008 Lori Berhon

10 An ACME Ace! Work from the top down! Start by “inviting” the highest approachable layer of your organization to get on the ACME bandwagon. The higher the echelon for that initial “buy in”, the greater your chances for the appearance of success.    5.Present your standards, steps and nomenclature and templates “upward” ACME © 2008 Lori Berhon

11 6.Design a training program a.Outline the complete training program i.Include achievement milestones, providing unique designations for each (see Step 3). b.Execute the introductory module – and the two which immediately follow it – in full* i.For each module, create a quiz, which must be passed in order to move achieve completion and move forward to the next module. a)Percentage of correct answers required to pass a quiz should not be specified in any published outlet. Number of those who “pass” should decrease exponentially with each module. ii.Produce templates for completion certificates (with appropriate designations) for each module. * It should not be necessary to develop more than 3 complete training modules (see Step 11). ACME © 2008 Lori Berhon

12 An ACME Ace! Size counts! Your test must display your confidence in ACME. Look for a known “trouble spot.” The grateful team will be especially cooperative, and no one will expect results. Your “best friend” is an upwardly mobile manager who wants to impress Leadership as innovative and fearless. (See Step 5)      7.Perform a benchmark ACME Audit a.Select the ideal “test case” department or division of your organization. ACME © 2008 Lori Berhon

13 8.Train your key resources 9.Empower your key resources to modify your standards, steps and nomenclature based on the results of the Audit a.Key resources will present revised ACME system “upwards” 10.Establish a scheduled deployment of your ACME system. ACME © 2008 Lori Berhon

14 11.Move on. The organization’s interest in ACME will have been diverted to another methodology by this point and you will move on to another initiative – or to initiate ACME elsewhere! ACME © 2008 Lori Berhon

15 APPENDIX

16 Tips on Nomenclature Enhance team identity with idiosyncratic re- naming of departments, work groups and public spaces Establish ACME “ownership” of effective functionality by re-branding pivotal artifacts Create new titles for 1 “C”-level and 2 middle management positions ACME © 2008 Lori Berhon

17 Define a glossary of acronymic names for artifacts and processes –Ensure that at least one acronym is an unfortunate homonym –Include instances of the following: Acronymic Redundancy (AcR): Multiple systems applying differing acronyms for a single discreet artifact, process or function Acronymic Conflict (AcC): Multiple systems utilizing an identical acronym for differing artifacts, processes or functions Acronymic Gemini (AcG): two nearly-identical acronyms, representing very different processes within a single system –Carefully space out distribution of glossary, generating valuable “need to know” tension and competitive atmosphere ACME © 2008 Lori Berhon An ACME Ace! Leverage language! Establishment of a poly-acronymic environment levels the organization’s playing field and enables you to identify committed adherents by their mastery. 

18 Thank You! The author reserves all rights to the content of this presentation. The presentation may be shared on condition that you do not receive remuneration, and that the author’s credits remain visible. If you’ve enjoyed ACME, you may enjoy Under the Bus, Lori Berhon’s novel about life on the ground at turn-of-millennium business success. (click here for a preview)click here for a preview


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