Getting to Know Generation Z: Preference for Immediacy in Delivery of Goods and Services

Getting to Know Generation Z [Series]

Part 5: Preference for Immediacy in Delivery of Goods and Services

Growing up in an on-demand economy, Generation Z has a strong preference and expectation of immediacy when it comes to the delivery of products and services.  This is the generation that has grown up with the ability to have almost anything delivered to them on demand despite physical location or the availability of brick and mortar stores.  They have learned that all it takes is a computer, and with the click of a mouse access is granted as long as you are willing to pay for it. 

Translate this into the workplace and Generation Z brings in an elevated expectation for on-time delivery and heightened expectation for service to the customer (both internal and external).  When faced with delivery obstacles, they will be the ones to question the obstacle and put processes in place to reinforce that the right item is always available at the right time to the right person. 

Do your current systems and processes help or hinder immediacy in delivery? 

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Business Bootcamp Webinar | December 7th

Business Bootcamp Webinar:

How Successful Organizations are Increasing  Engagement, Execution, and Earnings

December 7th at 2:00pm EST (60 minutes)

Participate in a leadership forum to learn how to drive employee engagement, redefine organizational accountability, and deliver bottom-line business results.

Without non-negotiable systems, organizational leaders will never be able to truly “Transform the Business.”  The ability to collectively harmonize often disparate functions and colleagues into a cohesive team tasked with driving and sustaining clarity of communication, connectivity and ownership of the metrics, and consistency of the daily rhythm of execution is no longer optional.  This session will challenge attendees to examine their current operating system and team functionality, while providing proven and practical solutions for improvement:

  •     ALIGN your organization with shared direction, engagement, and commitment
  •     IDENTIFY practical and effective methods to connect a multigenerational and multicultural workforce
  •     USE the right metrics and GET RID of the wrong ones
  •     SPEND less time in meetings and more time running the business
  •     LEARN proven accountability strategies and how to make them effective and sustainable

Contact Us Here to Register

Getting to Know Generation Z: Preference for Person to Person Contact

Getting to Know Generation Z [Series]

PART 4: Preference for Person to Person Contact

To all of us who have worried about the impact that technology and social media might be having on face to face communication and human interaction; have no fear, Generation Z is here! 

Although Generation Z grew up in highly technological environments with the on-line classroom, virtual and simulated environments, and technology embedded in the way they live and communicate; they still have a preference to connect on a personal level.  In other words, Generation Z is comfortable utilizing technology to connect and bridge the global world, but they hold a preference for person to person contact.  ‘

So what does this mean for the workplace? 

  • Increased face-to-face meetings
  • A preference for being in the office in a social environment over working from home in an isolated environment
  • A preference for learning in a social setting through applied group discussion that can build upon concepts that they can read and understand on their own
  • An ease and preference to utilize technology to accomplish goals through smarter and faster means
  • A preference towards managing by getting out of the office to where the work is being done over managing from behind a desk and through email

What impact would moving toward some of these preferences have on your organization?   

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Click Here for Executive Business Bootcamp & Plant Tour Information

Executive Business Bootcamp & Plant Tour Information

A 1.5-day immersive experience. Participate in an executive leadership forum to learn how to drive employee engagement, redefine organizational accountability, and deliver bottom-line business results. Includes a site tour to see how one company created a sustainable culture of business focus & accountability in less than a year.

presented by Shane Yount, Principal of Competitive Solutions, Inc.

Objectives –

  • ALIGN your organization with shared direction, engagement, and commitment
  • IDENTIFY practical and effective methods to connect a multigenerational and multicultural workforce
  • USE the right metrics and GET RID of the wrong ones
  • SPEND less time in meetings and more time running the business
  • LEARN proven accountability strategies and how to make them effective and sustainable 

Details –

  • Date: 7 – 8 Nov. 2017
  • Location: Charleston, WV
  • Total Hours: 13
  • Price: $995

“Great course! This is something that could help leaders transform business. Can’t wait to start leveraging it.” – Director, Genentech


2 Day Breakdown

Day 1 – Business Bootcamp Strategies 

Without sustainable systems, leaders will never be able to truly “Transform the Business.” In this bootcamp, leaders will explore the tools necessary to effectively manage performance, drive continuous improvement, promote engagement, and create a sustainable results driven culture. This seminar will challenge attendees to evaluate their current operating systems, while providing proven and practical solutions for improvement.

During the forum, participants will learn how to: 

  • Create an organizational communication model to support cultural change
  • Use metrics to drive performance versus just reporting results
  • Sustain individual and organizational accountability 
  • Build the right meetings with the right cadence
  • Implement standard work systems that allow Front Line Leaders to fully embrace their roles in driving continuous improvement

“This is an excellent course that makes you think outside the box. A lot of information in two days.” – Director of Manufacturing, Raytheon

Day 2 – Live Tour & Team Presentations

During the tour, participants will see the results of properly executing the tools discussed in Day 1 PBL Bootcamp. Attendees will see a cultural transformation and the direct impact it had on operational efficiencies, employee accountability, and communication. Validated by independent auditors, these results show what organizations can expect to accomplish with the right processes and methodologies. 

During the tour, participants will: 

  • See how the PBL Bootcamp processes have significantly increased Yield and Schedule Adherence 
  • Witness increased overall meeting efficiency
  • Observe dashboard and accountability tools that engage and motivate employees
  • Learn strategies to improve site communication and trust
  • See how business strategies are translated into operational plans for their teams
  • Observe the measurable impact on culture, employee engagement and performance

Who Should Attend – 

  • Senior Level Executives
  • Operations Professionals
  • HR Professionals
  • Quality Professionals
  • Supply Chain Managers
  • Operational Excellence

“Very engaging – great speaker/presenter. I thoroughly recommend this seminar to anyone looking for a true systems approach to improvement and starting at the top on down.” – Quality Assurance Director, Phenix Label

Click Here For Registration 

 

8 Leadership Attributes of a Highly Engaged Workforce [Series]

Eight Foundational Leadership Attributes of Engagement 

PART 4

The Engagement Attributes of (7) Passionate Self-Motivation and (8) Positive Affirmation

Think of a person at your work or in your life that exudes positive energy.  When they walk in a room, the energy changes and people naturally want to follow them.  They drive engagement through virtue versus by force or demand.

What are the admirable qualities that we tend to gravitate towards and what is it that these engaged individuals demonstrate?  Simply put, they show up with a winning attitude, they seek out success (how can we vs. why we can’t), they provide timely and sincere recognition and appreciation to others, and are intrinsically motivated.

Developing skill in these two attributes often requires a shift in our current paradigm, as well as intentional practice to understand, reframe, and ultimately change the way we currently think, react, and respond. 

Click Here for Part 3

Make your program succeed with proven strategies to generate momentum and sustain long term change.

If you want to tour a facility to see what the execution of these leadership strategies looks like, and visualize what you can achieve in less than a year:

Click for DEPLOYMENT CASE STUDY

 

4 Reasons to Audit Your Scorecard

4 Reasons to Audit Your Scorecard

Your financial measures are audited regularly to ensure that they are accurate and meet professional standards; there are even better reasons to audit the rest of your performance scorecard. Perhaps you have strong performance measures in your organization and use a Balanced Scorecard, or something similar, to review and manage performance. And like every other organization, you know very well the value of auditing your financial documents and measures of financial performance. But what about auditing the rest of your scorecard—the validity, usefulness, strengths and weaknesses of the measures that drive financial results? Should you be thinking about such an audit? What are the benefits? What Is a Scorecard Audit?

Like any true audit, a scorecard audit will compare your practices against key criteria: professional standards, best practices, and their suitability or usefulness to your enterprise. An audit provides an independent, impartial assessment of how you track the performance of your enterprise and the quality and suitability of the data you use for this tracking.

Why Audit?

Once optimized, your scorecard provides an accurate tracking of enterprise performance, stimulates action on emerging issues, and supplies a rich backdrop of relevant information against which to make strategic decisions. It functions as a key management tool and should be a significant part of the foundation from which you lead the enterprise. An independent professional audit is the best way to assess the success of the system and better realize these goals. Perhaps you believe it’s self evident that performance measures should be carefully audited. Many people would generally agree. But let’s be more specific about the reasons:

1) Audits validate system design

ensuring that you have the right measures and right scorecard design to address the two fundamental issues in enterprise performance: strategy execution and operational efficiency.

2) Audits improve user satisfaction

by checking the quality of information available to managers and the means by which these data are incorporated into the process of managing the organization.

3) Audits improve data quality

through careful examination of the performance data, the analyses performed on the data, and the comparatives presented. Leaders are assured that the right topics are measured and that reliable numbers are being presented.

4) Audits drive change

because an outside assessment and analysis can more readily galvanize action and bring focus to your improvement opportunities As they use performance measures over a period of time, two things happen for business unit and workgroup leaders at all levels. First, their requirements change as new circumstances arise and, second, leaders learn more about the measures they need and what drives the right actions. An outside examiner is uniquely positioned to gather relevant data on this experience, sift the significant issues and lessons learned, and promote the changes that better serve your organization.

Where Executive Sponsorship Fails

Where Executive Sponsorship Fails

From a simple two hour team building seminar to an enterprise wide LEAN transformation, one cannot underestimate both the power and peril of effective Executive Sponsorship.  Sadly, too often Executive Sponsorship begins and ends with a signature on a purchase order and an email endorsement.

The following elements represent both the power and peril of Executive Sponsorship:

1. Failure to ever get beyond the Storming Stage. 

Team dynamics and change management is real. The early writings around the stages of Team Development – Forming, Storming, Norming, and Performing – are as relevant today as when conceptualized. 

Too often Executive Sponsorship lives only in the Forming Stage. 

The activities of program kick-off, executive roadshows, project charters, timeline development, all live in the Forming Stage. This is the fun stage – it is futuristic, hopeful, optimistic, and exciting. Sadly, when teams get to the Storming stage, many Executive Sponsors disappear. They begin listening too much to how people “Feel” and forget all about the fundamentals of change management and the necessity for minimum and consistent processes. They begin to second guess the initiative and too often, their silence is deafening. 

It doesn’t take long for the optimism of change to degenerate to the despair of personalities.

This is often the leading factor in Engagement Surveys revealing feelings of too many initiatives, too little capacity, and non-existent follow through and commitment.

2. “You and your team are not unique, special, different, or privileged.”

Successful organizations recognize sustainable improvements come from both Consistent and Collaborative Processes – too often leaders buy into the false narrative that parts of their organization are different and special. In essence, those teams or individuals are allowed to operate “outside” the defined structure and processes set for the rest of the organization. If I had a dollar for every client who ever said,

“We are different…Our People are different…Our Function is different…” – No. You. Are. Not.

Your role is to move the business forward consistently and collectively by following these processes. Period.

3. The Visible and Authentic engagement of Leaders not just “Kicking Off” a new initiative in a training seminar, but rather the articulation of what is going to be different and how they will monitor, affirm, course correct, and validate the desired state in both weekly and monthly touchpoints. 

From simple GEMBA walks, to the un-announced attendance in weekly huddles, to monthly roundtable or lunch and learn events – any and all of these items are required to have a visible and authentic demonstration of Executive Sponsorship

4. Straight Talk – Too often leaders fail “in the moment” to provide real and direct straight talk to questions, concerns, and ideas. 

The failure to speak in “real-time” to the organization often leads to “vanilla responses” that the organization interprets as either disconnected or unrealistic further compromising their personal ownership and buy-in.

Bottom Line –

Executive Sponsorship requires: Staying the course through the demonstration of visible and authentic leadership, providing “in the moment” straight talk to include the message that “you and your team are not unique” and lastly, holding the course through the Storming stage. Failure to do any of these items perpetuates the narrative of too many initiatives with no capacity, the latest program of the month, inconsistent engagement due to favored status, and lastly, the fundamental credibility of the leadership team.

If you are interested in seeing Executive Sponsorship done well, join Shane Yount and the CSI team at our upcoming Benchmarking Immersion experience that will allow you to tour a facility who has successfully executed these strategies. 

Click DEPLOYMENT CASESTUDY for additional information. 

What Top Business Books on Organizational Transformation Aren’t Telling You

 Why Your Business Books Are Failing You

We tend to over-complicate things in business, and when it comes to defining what successful business transformation looks like, we reallyreally, over-complicate it. Much of what constitutes organizational success comes down to common sense, but unfortunately, it’s not always common practice.

All the books will tell you a long-winded version of the same message: discover the keys, take the right steps, figure out the dysfunctions, embrace the challenge, ascend the levels, look within organization, look outside organization, develop the right habits, know the rules, break the rules.

Transformation shouldn’t be that complicated. If you’re looking for sustainable business success, it can be as simple as focusing on these 3 key things:

Measure, Act, Communicate:

  1. Getting the Right Metrics at the Right Levels

    • Too often we have metrics that people can’t control at their level. To make metrics meaningful the owners must be able to directly impact metric performance. Successful organizations break strategic metrics into key tactical components at each level and department of the organization. 
  2. Holding People Accountable for Metric Performance

    • Once appropriate metrics are defined and owners can impact and control them then they set up a non-negotiable accountability system. This system should be able to handle short-term – today’s work today – actions and more long term strategic actions that focus on recurring problem resolution. Accountability systems are a key part of standard work but one that many organizations struggle with.
  3. Structured and Business Focused Communication

    • Eliminate non-value meetings and focus on those meetings that drive the 2 components above and tie the entire system together. Every meeting should be metric and action focused with a standard format across the entire organization. 

The keys to a successful transformation are that simple. The next step is deploying them.

Want to learn more about total organizational transformation? Put down your book! If you want to tour a facility to see what the execution of these strategies looks like, and visualize what you can achieve in less than a year:

Click for DEPLOYMENT CASE STUDY

Make your program succeed with proven strategies to generate momentum and sustain long term change

Here’s Why 70% of Business Transformations Fail

Here’s Why 70% of Business Transformations Fail

Transformation shouldn’t be that complicated. Like Blocking and Tackling in football the key is the basics, If you’re looking for sustainable business success, it can be as simple as focusing on these 3 key things:

Measure, Act, Communicate:

  1. Getting the Right Metrics at the Right Levels

    • Too often we have metrics that people can’t control at their level. To make metrics meaningful the owners must be able to directly impact metric performance. Successful organizations break strategic metrics into key tactical components at each level and department of the organization. 
  2. Holding People Accountable for Metric Performance

    • Once appropriate metrics are defined and owners can impact and control them then they set up a non-negotiable accountability system. This system should be able to handle short-term – today’s work today – actions and more long term strategic actions that focus on recurring problem resolution. Accountability systems are a key part of standard work but one that many organizations struggle with.
  3. Structured and Business Focused Communication

    • Eliminate non-value meetings and focus on those meetings that drive the 2 components above and tie the entire system together. Every meeting should be metric and action focused with a standard format across the entire organization. 

The keys to a successful transformation are that simple. The next step is deploying them.

If you want to tour a facility to see what the execution of these strategies looks like, and visualize what you can achieve in less than a year:

Click for DEPLOYMENT CASE STUDY

Make your program succeed with proven strategies to generate momentum and sustain long term change