Ten3 Smart Course

 

Synergistic, Motivational, Achievement-oriented, Rapid, Technology-powered

 

The World's #1 in Business e-Coaching!

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 We invented inspirational Business e-Coaching in 2001

 Today, we have customers in 100+ countries!

Ten3 Mini-course

y: Vadim Kotelnikov

Vadim Kotelnikov, author of 3 Strategies of Market Leaders (Ten3 Mini-course)

Author and Founder

Ten3 Business e-Coach

       Synergistic Organization

Synergize functions, expertise, people, and ideas

70 PowerPoint Slides + 70 half-page Executive Summaries

 

 

Learn fast!  and make powerful presentations!

Our selected customers:

3M

ABB

Adidas

Alcatel

American Express

Bayer

Boeing

British American Tobacco

British Petroleum

Canon

Citigroup

Cisco

Colgate

Corning

Deloitte Touche

Ernst & Young

Fujitsu-Siemens

GE

Goldman Sachs

HP

Hitachi

Huyndai

IBM

Intel

Johnson & Johnson

JP Morgan Chase

KPMG

Lufthansa

Microsoft

Motorola

Nokia

Oracle

Samsung

Shell

Sony

Union Bank of Switzerland

 

 Yes!  You are in the right place!

This site is Ranked #1 by Google for

"Winning Organization", "Synergistic Organization", "Innovation-friendly Organization"

out of about 10-million-wide (!!!) competition!

 

 Contents

 

 1. Leading Organizational Change

a.  Systems Approach To Organizational Design

9 Signs of a Losing Organization

The Tao of a Winning Organization  See the slide

Balanced Organization: 5 Basic Elements  See the slide

Organizational Fitness Profile (OFP)

7Ss the Framework for Analyzing and Improving Organizations

Synergy Achieving Extraordinary Results  See the slide

b.  Leading Organizational Change

Demonstrating Leadership Attributes and Delivering Results

Lessons from Jack Welch: Leading Organizational Transformation

25 Lessons from Jack Welch

Entrepreneurial Organization: 10 Characteristics and 5 Benefits

Success Story: British Petroleum Building a Flat Entrepreneurial Organization

cCorporate Vision and Shared Values

Lessons from Michael Dell: Mobilize Your People Around a Single Goal

Corporate Vision  See the slide

Lessons from Jack Welch: Put Values First  See the slide

Ten3 Global Poll "Advise!": The Single Key To Team Success Is...

Shared Values

Values-based Leadership

 2. Building Synergies

a.  Management-Leadership Synergy

Leadership-Management Synergy: 5 Areas  See the slide

Top Management Team

12 Effective Leadership Roles  See the slide

Attitude Motivation

SuperLeadership Developing Self-Leaders At All Organizational Levels

The General von Manstein Matrix

Managing Knowledge Workers: Challenges and Solutions

Lessons from Jack Welch: Cultivate Leaders

b.  Cross-functional Management and Teams

New Management Model: Shift from Functional To Cross-functional Paradigm

Lessons from Jack Welch: GE Corporate Executive Council (CEC)

Lessons from Jack Welch: Eliminate Boundaries

Cross-functional Management

Creating Cross-functional Teams

Systemic Innovation: Engaging Cross-functional Teams

Leading Systemic Innovation: Empowering Cross-functional Teams

Best Practices: Cross-functional Innovation Teams at Quantum

New Product Development by Cross-functional Teams

Lessons from Jack Welch: Make Everybody a Team Player

Building a Team Culture

c.  Empowering Employees and Leveraging Diversity

New Company-Employee Partnership

Lessons from Jack Welch: Get Rid of Bureaucracy

Success Story: Getting Rid of Bureaucracy at ABB

Lessons from Jack Welch: Involve Everyone

Building Trust

Employee Empowerment: 3 Levels

The Tao of Employee Empowerment  See the slide

Japanese-style Individual-based Suggestion System

Best Practices: Employee Empowerment at Fidelity Investments

Success Story: GE Work-Out

7 Steps To Implement GE Work-Out

Harnessing the Power of Diversity

Balancing Dynamic Organizational Dichotomies

10 Steps Towards a Cultural Diversity Strategy

The Tao of Leveraging Diversity

 3. Innovating and Growing

a.  Synergizing Knowledge and Ideas

Shift from Industrial To Knowledge-driven Enterprise

Lessons from Jack Welch: Create a Learning Culture

The Wheel of Knowledge Management

Break Down Barriers To Communication

Teaching Organization

Best Practices: Knowledge Management at British Petroleum (BP)

Best Practices: Microsoft's 4 Strategies for Raising Corporate IQ

The Tao of Intellectual Cross-pollination

Best Practices: IDEO's 7 Tips for Facilitating Cross-pollination of Ideas

b.  Coaching Organization

Coaching in the Workplace: Key Benefits

Learning, Teaching, and Coaching Organization

Selecting an Appropriate Coaching Style

Building a Coaching Culture

c.  Innovating and Growing

Innovation-friendly Organization: 3+3 Components  See the slide

Best Practices: Organizational Structure of Silicon Valley Companies

Flat Organization: Divisional Structure

Rewarding Innovative Behavior

Creative Chaos Environment

The Jazz of Innovation: 11 Practice Tips  See the slide

 Sample Ten3 SMART Lessons (Slide + Executive Summary)

 

  1. Fuzzy Vision: corporate vision and mission don't inspire people; lack of strategic alignment; people don't know where the organization is going and what it is trying to achieve in the future.

  2. Lack of Leadership Skills: fear of change; leaders lack entrepreneurial spirit; leadership style on the part of management is either too directive or too hands-off; managers do not lead, they just administrate and micromanage; weak leadership development program.

  3. Discouraging Culture: no shared values; lack of trust; blame culture; focus on problems, not opportunities; people don't have fun at work; diversity is not celebrated; failures are not tolerated; people lose confidence in their leaders and systems.

  4. High Bureaucracy: bureaucratic organizational structures with too many layers; high boundaries between management layers; slow decision making; too close monitoring of things and subordinates; too many tools and documents discouraging creative thinking; bureaucracy is tolerated.

  5. Lack of Initiative: poor motivation and encouragement; people do not feel their contributions make a difference; management fails to engage the organization effectively; people work defensively and not creatively, they do their job, and nothing more.

  6. Poor Vertical Communication: people have no clue of the big picture and do not feel that their contributions are important; too much uncertainty; people don't know what top-managers are thinking and planning.

  7. Poor Cross-functional Collaboration: functional mindset; lack of cross-functional goals and cross-functional collaboration spirit; functional, no enterprise-wide business process management; no cross-functional management committees; lack of or powerless cross-functional teams.

  8. Poor Teamwork: no organizational commitment to team culture; lack of shared and worthwhile goals; weak team leaders; team members who don't want to play as part of a team are tolerated; teams are too large; lack of shared rewards.

  9. Poor Idea and Knowledge Management: cross-pollination of ideas is not facilitated; no idea management and knowledge management strategies and systems; "know-it-all" attitude; "not invented here" syndrome.

Enterprise-wide Business Process Management Cross-functional Teams Traditional Management Model Managrial Leadership Paradigms Ten3 Business e-Coach: why, what, and how NEW MANAGEMENT MODEL: Shift from Functional To Cross-Functional Paradigm, Empowering Cross-Functional Teams

Transforming the Traditional Functional Mindset

Excerpts from "BPM - Approaches & Best Practices" by Andrew Spanyi

In far too many organizations, senior management's traditional functional mindset represents one of the most significant barriers to change. Indeed, there is reason to believe that the traditional functional paradigm has done more to impede customer focused, business performance improvement over the past two decades than almost any other factor.

This way of thinking stands in the way of executives understanding and improving the flow of cross-functional activities which create enduring value for customers and shareholders. It promotes the type of thinking that impedes the effective deployment of enabling information technology. It promotes also 'silo behavior' and turf protection, and an undue pre-occupation with organization structure. This mindset contributes to the mistaken belief that if it was somehow possible to properly define the boxes on the organizational chart, and fill in the names of the "right" people in the key boxes - then the organization's performance will automatically improve. Yet, little is further from the truth.

It reinforces a task focus and traditional command and control behavior, where questions such as 'What is the scope of my responsibility?' and 'Who are the key subordinates who can help me look good?' are foremost and top of mind. Moreover, traditional functional thinking has also led to outdated management practices in the areas of goal setting and problem solving and it stifles innovation...

... and much more!

 

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       Synergistic Organization

70 Inspirational SMART & FAST Lessons

70 PowerPoint Slides + 70 half-page Executive Summaries

 

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       Synergistic Organization

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