2. A Modern day
Leader
There are many
instances where
organizations failed due
to cultural changes. This
often happens as
management is in
control of the power of
change. There may be
many terrorists and
dinosaurs within who
fear change and put in
sophisticated blocks to
stop the culture change
to happen. But they all
expect good leadership
from the top.
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3. Gemba KAIZEN
Organisations should
encourage their people
from bringing their brains
to work. Since, people do
extraordinary things at
home, like running
amateur football teams,
part-time business. Job
descriptions are a great
stopper. Give your
people the opportunity to
bring their brains to work
and their hearts will
follow. www.man2succeed.org 3
4. Need only
process owners
Teams should be
multi-skilled. Get
people to do the
things they like to
do in the team for
the greater good of
the team. Teach
them about costing
- it only takes one
hour to train them
in this skill. Get
them to set their
own budgets and
targets. www.man2succeed.org 4
5. Pareto Principle
works
All organisations consist
of 20% of people who are
'doers', 60% of people who
are 'watchers' and 20% of
people who are dinosaurs.
Move the 60% who are
watchers to be like the 20%
of doers.
‘You will have 80% of the
people trying to improve
the performance of the
organisation.’
The dinosaurs will
disappear because they
will not embrace change.
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6. Match supply with demand – Pull Principle
Why come to work in a fixed working week when your workload
and flow is like a serpent moving up and down? Look to change to
an annualised hours contract of employment.
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7. Six Thinking
Hats
All employees must
be multi-skilled. New
entrants may arrive
with one core skill
but with training and
the right motivation
their skill base
should be increased
to the right number.
This enable them to
perform as a team to
meet the goals.
Yes, six brains are
better than. www.man2succeed.org 7
8. Grow Mentors
Team leaders are the
most important people
in a flat organisation.
The first quality they
need is they must be a
leader.
Leaders with varied
backgrounds must be
coaches & facilitators
to develop their teams
to take on more
responsibility to
achieve the company's
aims.
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9. Work with
essentials and not
with exotics
To carry out any
activity you require
all that are dealt with
in the previous
slides. But you can
not find a balanced
system. This
creates overtime
and the loss of many
small pockets of
time. Look at
annualised hours to
solve this problem.
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10. Let people watch
their career growth
curve and not the FAT
salary growth
Get rid of the job
descriptions and
titles. They get in
the way. Put
everybody on a
salary and go for
self regulated
annualized
performance
targets.
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11. Be a
consultative
leader
You will, as a
leader, have to be
autocratic at times
to get things done.
Then you must be
democratic to get
people to own the
decisions.
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12. Performance
based hierarchy
Salaries should
reflect the
contribution each
person makes to the
success of the
organisation. Let
people set their own
salaries against an
agreed target.
Remember salaries
are just a cost to the
organisation like
heating, lighting and
materials.
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13. All are
important
Make sure
everybody feels
equally valued by
the organisation.
The role of a
‘Chaprasi’ to the
role of a
‘Chairman’ are
important in any
organizational
perspective.
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14. Self-managed
Work Teams –
Really good
Empower but support
your teams. Let them
look after customers
directly.
Give them the tools and
the training so that they
can give outstanding
customer service.
They are quite capable
of producing things and
making many of the
perceived management
decisions.
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15. Always Look for
value addition
Change the
focus to getting
the work done
and then go
home. Don't stay
at work if you
can't add value
and do a full
quality hour.
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16. Plan for the
unexpected
Sometimes things
may go wrong so
you may have to
stay late.
If teams are really
in control this will
rarely happen. Yes
the team will take
care and the boss
need not worry
about.
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17. Match Customer
Specification with
Process Capability
Follow the flow of
your customers'
demands on your
capacity.
Only come to work
when you need to.
Think of Lean
concepts.
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18. Need functional
system
Everybody in
the organisation
wants to do a
good job at
work.
It's the non-
functional
system that
stops them.
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19. Build cross-
cross-
functional Teams
Always form up
teams with people
from different
departments, skills
and backgrounds.
Give them a
common focus and
they will start
talking to each
other.
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20. A Team always
wins
To make teams
work together
they need short
and long term
goals which they
own.
Being in control
is a greater
motivator than
money.
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21. Better Customer
Interaction
Every employee
should prefer to
know the VOC and
work towards
achieving customer
delight as the
dynamics of
consumer global
customer power is
important than the
firm’s hierarchy.
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22. Bottom of the
pyramid
Turn the pyramid
upside down.
Customers at the top.
Get your teams to
look directly after
customers, if not
external, internal.
Management's role is
to support the teams
in achieving their
goals.
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23. Whatever you feel about this presentation,
please make a mention about the same at
drrmm2s@gmail.com
with the subject line Business Performance presentation
www.man2succeed.org
