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Ten3 Mini-course

2007

y Vadim Kotelnikov

Founder

Ten3 BUSINESS e-COACH

       Strategies of Market Leaders

Discover successful practices of market leaders, get inspired and energized, and design your own winning strategies!

125 PowerPoint Slides + 125 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

 

 

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 Contents

 

 1. Visionary Growth Strategies

a.  Success Rules and Case Studies

New Economy: Rapidly Changing Global Scenario

Be Different and Make a Difference

Success Story: Dell Computer Corporation New Business Model  (see slide)

Success Story: Charles Schwab Fast Company  (see slide)

Success Story: Bunsha a Japanese Company Division Concept

Success Story: GE Creating the World's Most Competitive Enterprise  (see slide)

25 Lessons from Jack Welch  (see slide)

Lessons from Jack Welch: Be Number 1 or Number 2  (see slide)

Success Story: Coco Chanel Be Daring!  (see slide)

Best Practices: 10 Business Success Rules from Sam Walton

Success Story: British Petroleum Creating a World's Leading Company

Lessons from Narayana Murthy, Infosys: How To Build a Great Company 

8 Best Practices of Successful Companies

bVision and Stretch

Lessons from Jack Welch:  Articulate Your Vision

Corporate Vision

Strategic Intent  (see slide)

Launching a Crusade

Best Practices: Dynamic Strategy Formulation by Silicon Valley Companies

Corporate Growth Strategies: Top-line Growth and Bottom-line Results  (see slide)

Lessons from Jack Welch: Constantly Focus of Innovation

Best Practices: Using Innovation Portfolio by Silicon Valley Companies

Lessons from Jack Welch: Stretch!

Best Practices: Stretching Innovation Portfolio by Silicon Valley Companies

Best Practices: Assessing Innovation Portfolio by Silicon Valley Companies

Innovation Strategy: Road-mapping

Systemic Approach to Innovation: 7 Interwoven Areas (see slide)

Engaging Cross-functional Teams

cCompetitive and Marketing Strategies

Synergistic Marketing and Selling: Creating and Retaining Customers  (see slide)

The Tao of Value Innovation

Success Story: Amazon.com Creating Customer Value and Competitive Advantage

The Top 10 Laws of Marketing

Lessons from Dell Computers: Segmentation by Customer

Competitive Strategies: Survival vs. Market Leadership

Sustainable Competitive Advantage: Synergy of Corporate Capabilities

Marketing War Strategies

Weak and Strong Differentiation Strategies

Strategic Brand Management

Brand Equity

Lessons from Michael Dell: Turn Your Customers Into Teachers

Customer Partnership: Involving Customers as Co-innovators

 2. Winning Organization & People

a.  Innovative Organization and Growth Culture

Best Practices: Organizational Structure of Silicon Valley Companies

Flat Organization: Divisional Structure

Lessons from Dell: Mobilize Your People Around a Single Goal

Success Story: British Petroleum a Federation of 100 Business Units

Strategies for Building a Growth Culture

Best Practices: Building a Growth Culture as Dell Computers

Lessons from Jack Welch: Put Values First

Shared Values

Best Practices: GE Values Guide

Best Practices: HP Values

The Growing Role of Intellectual Assets

Lessons from Jack Welch: Create a Learning Culture

Lessons from Jack Welch: Get Good Ideas from Anywhere

Best Practices: Knowledge Management at British Petroleum (BP)

Lessons from Michael Dell: Managing by Wondering Around (MBWA)

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

Best Practices: Getting the Most from Knowledge Workers in Silicon Valley

Best Practices: Google's 10 Golden Rules for Managing Knowledge Workers

The Tao of Intellectual Cross-pollination

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

Lessons from Jack Welch: Involve Everyone

Success Story: GE Work-Out

The Tao of Leveraging Diversity

Employee Satisfaction

Lessons from Jack Welch: Make Business Fun

The Fun Factor

b.  Winning Leaders and Team

Lessons from Jack Welch: 4E's of Leadership

Lessons from Jack Welch: Cultivate Leaders

Best Practices: GE's Leadership Development Program

Lessons from Jack Welch: See Change as an Opportunity

Entrepreneurial Leadership: 10 Action Roles

Lessons from Jack Welch: Make Everybody a Team Player

A Dream Team: 7 Characteristics

Lessons from Jack Welch: Instill Confidence

Inspiring People

Lessons from Jack Welch: Energize Others

Energizing Employees: 4 Principles

Best Practices: Silicon Valley Companies Sharing Gain With Employees

Best Practices: Pre-IPO Company Ownership

c.  Extended Enterprise and Lean Processes

Extended Enterprise

Core Competencies

Building Strategic Alliances

Best Practices: Utilizing Intellectual Property by Fast-Growing Firms

The Tao of Business Process Innovation

Aligning Information Technology (IT) and Business

Lessons from Jack Welch: Live Quality

Success Story: Six Sigma Implementation Results at GE

Lean Production: Targeting Removal of Waste

Success Story: Toyota Production System (see slide)

Just-in-Time (JIT) Manufacturing

 3. Relentless Innovation

a.  Venture Strategies

Product Innovation: New Product Types

Radical Innovation: Key Uncertainties

Venture vs. Lifestyle Management

Fuzzy Front End

New-to-the-World Product Development: Keys To Successful Market Learning

Experimentation The Key To Discovery

Freedom To Fail

Internal and External Ventures

Success Story: Spinouts of Thermo Electron  (see slide)

Success Story: In-company Ventures by Corning

Corporate Venture Investing in External Start-Up

Success Story: GE Equity Investing in External Ventures

Best Practices: Selection Top Managers and Projects by GE Equity

Venture Acquisitions

b.  Fast Company

Lessons from Jack Welch: Live Speed

Fast Company: 4 Components  (see slide)

Best Practices: Charles Schwab Establishing Corporate Guiding Principles

Lessons from Jack Welch: Simplify

Lessons from Jack Welch: Get Rid of Bureaucracy

Success Story: Getting Rid of Bureaucracy at ABB

Owning Your Competitive Advantage

Lessons from Jack Welch: Owning Your Competitive Advantage

c.  Innovation System

Building a High-Growth Business: Characteristics of Successful Companies

Best Practices: Attributes of Effective Innovation in Silicon Valley

Corporate Innovation System: 5+1 Components

Innovation-friendly Organization: 6 Components

Leading Systemic Innovation: Empowering Cross-functional Teams

Best Practices: Creating a Relentless Growth Attitude by Silicon Valley Firms

Strategic Alignment

Lessons from IDEO: New Product Design

New Product Development by Cross-functional Teams

Best Practices: Cross-functional Innovation Teams at Quantum

Innovation Process: Flexible Model

Measuring Innovation: Benefits, Role, and Practices

Best Practices: Measuring Innovation by Silicon Valley Companies

Best Practices: Predictive Innovation Measures Used in Silicon Valley

Tips for Making the Vision a Reality

 Sample Ten3 SMART Lessons (Slide + Executive Summary)

 

25 Lessons from Jack Welch GE (case study) Case Studies 25 Lessons from Jack Welch: Be #1 or #2 Venture Strategies Lean Production Market Leadership Strategies Entrepreneurial Organization Continuous Improvement Firm (CIF)

  • Evolve a game plan, a business strategy "number one, number two." Build on what the company does best. Have a Unique Selling Proposition based on giving customers value that competitors cannot equal or surpass. Become more concrete, more focused. In business, the strong survive, the weak do not. The big, fast ones get to play, the small, slow ones are left behind. There is a competitive advantage of being the best or the second best that can, and should, be exploited. Winners and market leaders will be those who insist upon being the number one or number two fastest, leanest, lower-cost, world-wide producers of quality goods or services and those who have a clear technological edge or a clear competitive advantage in their chosen niche.

  • Send shivers throughout your organization. Don't keep your number one, number two strategy a tightly held secret keeping everyone guessing about your intentions. Make it clear to everybody that your company has a purpose and focus and is determined to become a most competitive enterprise. Shake things up, force your leaders to look at their businesses anew, giving them a challenge to grapple with: the challenge of staying number one or number two under constantly changing competitive conditions. Set the bar a bit higher. It is healthy. It is invigorating.

  • Exact the highest standards and make sure that everyone in your company meets those standards. Mediocre players will eventually lose out. Don't benchmark yourself against your direct competitors - target much higher. If your returns are nine and your competitor's seven, you are doing well. But can't you get fifteen?

  • Look for the quantum leap. Make surprise moves shock your rivals. Shake things up while other look on from the sidelines, sitting idly by while you knock your competitors for a loop. The three critical ingredients of the quantum leap are surprise, boldness, and shock.

  • Get rid of fat. There is no real virtue in simply looking for a fight. If you are in a fight that is , in a competitive battle to dominate the marketplace your job is to win. If you cannot win, it is best to find out a way out, to jettison your weak business so you could live to fight another day. Focus on your core strengths, and get rid of weak businesses that slow you down. Create a synergistic combination of star businesses.

Charles Schwab (case study) Fast Company Charles Schwab (case study) Case Studies

 

... and much, much more!

 

 

 

125 Ten3 SMART Lessons: 125 PowerPoint Slides + 125 half-page Executive Summaries

Learn & Teach fast Instant download!

Usage for teaching purposes:  The presentation can be used on a single computer as often as you wish with any individual or group.

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  US$ 49