Smart & Fast Mini-course

 

 

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SMART EXECUTIVE, TOP MANAGER, CORPORATE LEADER (Business Training, Ten3 Mini-course): Smart Leader, Smart Company, Smart Strategies, Smart Management, Smart Innovation

Learn – fast! – and make powerful presentations!

 

225 Smart & Fast Lessons

225 PowerPoint Slides  + 

225 half-page Executive Summaries

 

 

by  Vadim Kotelnikov personal logo  Vadim Kotelnikov

Founder of Inspirational e-Coaching Network

1000ventures icon   1000advices icon   Insbeco icon   Success360 icon   Innovarsity icon   Innovation Football icon     

 

 

Contents

 

1. Smart Leader

1.1.   Character and People Skills

Character and Personality of Highly Effective People

The Role of Your People Skills

The Tao of Influencing People

9 Principles of Effective Negotiating

Coaching Yourself

1.2.   Technology of Achievement

COCA Principle of Achievement  See the slide

Be Different and Make a Difference  See the slide

The Tao of Achievement

Self-Motivation

SMART Goals

Entrepreneurial Creativity: 4 Intertwined Pillars

The Tao of Entrepreneurial Creativity  See the slide

Failure as a Stepping Stone to Success

Creative Problem Solving (CPS): Reframing

1.3.   Leadership Skills

Differences Between What Managers and Leaders Do  See the slide

12 Effective Leadership Roles  See the slide

Best Practices: Welch’s 4Es of Leadership

Best Practices: 10 Lessons from Konosuke Matsushita  See the slide

Best Practices: Powell’s Leadership Principles

Leadership Attributes  See the slide
Inspirational Leadership: 10 Roles
 See the slide

Situational Leadership

Creative Leadership

Leadership Challenge Model: 5 Exemplary Roles

Entrepreneurial Leaders: Specific Attributes  See the slide

2. Smart COMPANY

2.1.   Balanced Business System

The Tree of Business  See the slide

The Key Challenges To Organizational Success

10 Rules for Building a Sustainable Growth Business

Rapidly Changing Global Scenario  See the slide

High-Growth Business Development: 4 Stages

Best Practices: Sam Walton's 10 Rules

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

Corporate Vision  See the slide

Balanced Business System  See the slide

Innovation Strategies for Top-line and Bottom Line Growth

The Tao of Business Success  See the slide

Business BLISS

The Tao of Balanced Management

Management By Consciousness

Business Model: 1+6 Components  See the slide

The Tao of Customer Value Creation  See the slide

Customer Intimacy

Extended Enterprise

Core Competencies

Strategic Alliances

Business Architect  See the slide

Business Architect: Cross-functional Expertise Requirement

Systems Thinking

Cross-functional Excellence

2.2.  Winning Organization

9 Signs of a Loosing Organization  See the slide

Corporate Capabilities

Shift from Industrial to Knowledge-driven Enterprise

Shared Values

Best Practices: Disney's Inspiring Mission and Shared Values

Best Practices: GE Values Guide

Strategies for Building a Growth Culture

Best Practices: Building a Flexible Culture at Dell Computers

Success Story: Leading Organizational Transformation at GE

Building Trust

The Tao of Employee Empowerment  See the slide

Employee Satisfaction

Effective Motivation

Attitude Motivation

The Single Key To Team Success

Building a Team Culture

Harnessing the Power of Diversity

Creating Cross-functional Teams

Fast Company

Best Practices: Warren Buffett Makes Quick Investment Decisions

Success Story: Charles Schwab

Best Practices: Charles Schwab's Corporate Guiding Principles

Success Story: Eliminating Bureaucracy at ABB

Fast Company: Owning Your Competitive Advantage

Intellectual Assets: Growing Role in the Modern Economy

Best Practices: Knowledge Management at British Petroleum (BP)

Best Practices: 4 Strategies for Raising Corporate IQ at Microsoft

The Wheel of Knowledge Management

The Tao of Intellectual Cross-Pollination

Coaching in the Workplace: Key Benefits

3 Types of Knowledge Organizations: Learning, Teaching, Coaching

2.3.   Synergized Business Processes

Best Practices: Characteristics of the Most Successful Companies

Process Management: Shift to Cross-functional Model

Benefits of Enterprise-wide Business Process Management (EBPM)

Process Thinking

Eight Essential Principles of EBPM

Service-Profit Chain

Continuous Improvement Firm (CIF)

Lean Production: Removal of Waste Activities

Quality Management: 8 Rules

Aligning IT and Business

11 Traits of a True IT Leader

3. Smart Strategies

3.1.   Enterprise Strategies

Three Hierarchical Levels of Strategy

Creating Sustainable Profit Growth: 9 Questions To Answer

Sustainable Growth Strategies

Strategy Pyramid vs. Strategy Stretch  See the slide

Choosing Between Strategy and Opportunity Approach

Strategy Programming vs. Strategy Innovation

Best Practices: Dynamic Strategy Formulation by Silicon Valley Companies

Business Intelligence: 3 Levels

3.2.   Competitive Strategies

5 Strategic Competitive Questions

Competitive Strategies  See the slide

Success Story: 7-Part Competitive Strategy of Microsoft

Sustainable Competitive Advantage: Synergy of Capabilities  See the slide

Four Categories of Business Tactics

Four Types of Marketing Warfare

Customer Success 360  See the slide

The Top 10 Laws of Marketing

Differentiation Strategies: Weak and Strong

Strategic Brand Management

3.3.   Strategic Achievement

Success Rates and Major Impeding Factors

Strategic Achievement: Thinking Χ Action Χ Learning

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

If You Want To Grow: 6 Advices from Richard Branson

Strategic Intent

Searching for Opportunities

Dynamic Planning

Launching a Crusade

6Ws Chart of Change Management

Change Failure: Main Reasons

Leading Change: 8 Stages

The Tao of Change Management  See the slide

4. Smart Management

4.1.   New Management Model

New vs. Traditional Management Model

Leadership-Management Synergy  See the slide

SuperLeadership: Leading Others To Lead Themselves

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

Fundamental Management Changes Engendered by Internet

The Ideal Leader

Three Common Traits of Great Corporate Leaders

Shift from Management to Leadership

The Tao of Managerial Leadership

Managing Knowledge Workers

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

Three Manager's Skill Sets: Manager – Leader – Coach

4.2.   Results-based Leadership

Effective Leader: Attributes Χ Results

Lessons from Steve Jobs: 12 Rules for Success  See the slide

Results-based Leadership  See the slide

Strategic Leadership

80/20 Thinking

Organizational Fitness Profile (OFP)

Project Management: 2 Approaches

Business Synergies Approach to Project Management

Milestone-based Thinking

Volatility Leadership: 10 Best Practices

Entrepreneurial Leadership

Inspiring People  See the slide

Energizing Employees

Employee Performance Management: Holistic Approach

Performance Management: Balanced Scorecard

Best Practices: Leadership Development at GE

4.3.   25 Lessons from Jack Welch

Success Story: Creating the World's Most Competitive Enterprise  See the slide

Lessons from Jack Welch  See the slide

Lead More, Manage Less  

Lead

Manage Less

Articulate Your Vision

Simplify

Get Less Formal

Energize Others  See the slide

Face Reality

See Change as an Opportunity

Get Good Ideas from Everywhere

Follow up

Build a Winning Organization  

Get Rid of Bureaucracy

Eliminate Boundaries

Put Values First  See the slide

Cultivate Leaders

Create a Learning Culture

Harness Your People for Competitive Advantage  

Involve Everyone

Make Everybody a Team Player

Stretch  See the slide

Instill Confidence

Make Business Fun

Build the Market-Leading Company  

Be Number 1 or Number 2

Live Quality

Constantly Focus on Innovation

Live Speed

Behave Like a Small Company

GE Leadership Assessment Survey (LES): 10 Characteristics

1.   Vision

2.   Customer / Quality Focus

3.   Integrity

4.   Accountability / Commitment

5.   Communication / Influence

6.   Shared Ownership / Boundaryless

7.   Team Builder / Empowerment

8.   Knowledge / Expertise / Intellect

9.   Initiative / Speed

10. Global Mind-set

5. Smart Innovation

5.1.   Systemic Innovation

Innovation – the Key to Success and Survival
Evolution of Innovation from Linear to Systemic
Systemic Innovation 360: 7 Areas
 See the slide

Strategy Innovation: 4 Steps

The Tao of Value Innovation  See the slide

The Tao of Business Process Innovation

Engaging Cross-functional Teams

Leading Systemic Innovation

Business Innovation: Four Strategies

Success Story: Bunsha – Growing Business through Spinouts

5.2.  Innovation Strategies

Best Practices: Characteristics of Most Successful Companies

Product Innovation: Types of New Products

Radical vs. Incremental Innovation

Best Practices: Stretching Innovation Portfolio by Silicon Valley Companies

Innovation vs. Operations Management

Venture Strategies: Five Areas

Success Story: Spinouts by Thermo Electron

Venture vs. Corporate Management

Success Story: In-company Ventures at Corning

7 Challenges in Managing Radical Innovation

Success Story: Venture Investing by GE Equity

Best Practices: Qualities of Top Managers at GE Equity

Customer Partnership

Lessons from Michael Dell: Turn Your Customers Into Teachers

5.3.  Corporate Innovation System

Innovation System

Creating a Culture for Innovation

Strategic Alignment

Best Practices: Creating a Relentless Growth Attitude

Innovation-friendly Organization: 6 Components  See the slide

How To Lead Creative People

New Product Development by Cross-functional Teams

The Fun Factor

Innovation Process: Two Models

Best Practices: Innovation Process Attributes in Silicon Valley

The Jazz of Innovation  See the slide

The Jazz of Innovation: 11 Practice Tips  See the slide
Leading Innovation: Loose-Tight Leadership
Techniques for Idea Evaluation and Decision Making

6 Thinking Hats: A Tools for Analyzing Proposals

Best Practices: Facilitating Cross-pollination of Ideas

The Tao of Experimentation

Freedom To Fail

Product Innovation Metrics

Leading Innovation: Tips for Making the Vision a Reality

Sample Smart & Fast Lessons  

Slide + Executive Summary

 

"Leadership is the art of getting someone else to do something you want done because he wants to do it." – Dwight D. Eisenhower

Leadership Defined

Leadership is the process of directing the behavior of others toward the accomplishment of some common objectives. It is influencing people to get things done – willingly! – to a standard and quality above their norm to achieve a shared stretch goal. As an element in social interaction, leadership is a complex activity involving a process of influence; actors who are both leaders and followers, and a range of possible outcomes – the achievement of goals, but also the commitment of individuals to such goals, the enhancement of group cohesion and the reinforcement of change of organizational culture.

What is Leadership? Three simple one-line answers by Paul Taffinder

  1. The easy answer: leadership is getting people to do things they have never thought of doing, do not believe are possible or that they do not want to do.

  2. The leadership in organizations answer: leadership is the action of committing employees to contribute their best to the purpose of the organization.

  3. The complex (and more accurate) answer: you only know leadership by its consequences – from the fact that individuals or a group of people start to behave in a particular way as result of the actions of someone else.

Effective Leadership as a Source of Competitive Business Advantage

Leadership is imperative for molding a group of people into a team, shaping them into a force that serves as a competitive business advantage. Leaders know how to make people function in a collaborative fashion, and how to motivate them to excel their performance. Leaders also know how to balance the individual team member's quest with the goal of producing synergy – an outcome that exceeds the sum of individual inputs. Leaders require that their team members forego the quest for personal best in concert with the team effort.
Super-leaders help each of their follower to develop into an effective self-leader by providing them with the behavioral and cognitive skills necessary to exercise self-leadership. Super-leaders establish values, model, encourage, reward, and in many other ways foster self-leadership in individuals, teams, and wider organizational cultures.

 

Corporate Leadership: the Jack Welch Way

Jack Welch has been with the General Electric Company (GE) since 1960. Having taken GE with a market capitalization of about $13 billion, Jack Welch turned it into one of the largest and most admired companies in the world, with a market value of about $500 billion, when he stepped down as its CEO 20 years later, in 2000. Although Jack Welch is "the celebrated leader of a global manufacturer often noted for its technological prowess, he has utilized a very human process to drive change through GE's vast organization. Having respect for the individual as a pivotal force in organizational change, Welch created a model of exceptional performance every corporate leader can learn from.

The Role of the Leader in the New Economy

As Jack Welch wrote in a letter to shareholders: "In the old culture, managers got their power from secret knowledge: profit margins, market share, and all that... In the new culture, the role of the leader is to express a vision, get buy-in, and implement it. That calls for open, caring relations with every employee, and face-to-face communication. People who can't convincingly articulate a vision won't be successful. But those who can will become even more open – because success breeds self-confidence."
Welch urged all GE leaders to stretch their business strategy, "Don't ever settle for mediocrity. They key to stretch is to reach for more than you think is possible. Don't sell yourself short by thinking that you'll fail." Do the best possible - and then reach beyond. Stretch "essentially means using dreams to set business targets - with no real idea of how to get there. If you do know how to get there - it's not a stretch target.“

Employee Empowerment

Under Welch's leadership, managers had wide latitude in building their GE units in entrepreneurial fashion. Determined to harness the collective power of GE employees, Jack Welch redefined also relationships between boss and subordinates. He wrote: "The individual is the fountainhead of creativity and innovation, and we are struggling to get all of our people to accept the countercultural truth that often the best way to manage people is just to get out of their way. Only by releasing the energy and fire of our employees can we achieve the decisive, continuous productivity advantages that will give us the freedom to compete and win in any business anywhere on the globe."

 

Two Components of Sustainable Growth Strategy

Sustainable business growth strategy is a practical approach to achieving top-line growth and bottom-line results. The two main sources of sustainable competitive advantage are:

  • Continuous Improvement Culture: continuous effort to improve organizational climate and productivity of the core business in response to continuous changes in the marketplace.

  • Durable Corporate Venture Strategy: internal investment in innovation and new product/service development, new business creation, and external venture investing in new technologies and emerging markets.

Improvement Strategies versus Venture Strategies

  • Improving Processes: Addressing the ever-changing needs of current customers and keeping cash flow healthy. Cost-cutting efforts can build your bottom line.

  • Radical Innovation: It is radical innovation and new game changing breakthroughs that will launch your company into new markets, make you a market leader, enable rapid growth, and create high return on investment.

Continuous Change as a Norm

Companies, like any living organism, must become learning organizations that change and adapt to suit their changing environment. “If you don't practice the change management that looks after the future, the future will not look after you,” says Bill Gates. "The tendency for successful companies to fail to innovate is just that: a tendency. If you're too focused on your current business, it's hard to look ahead.“

Two Types of Change in the Marketplace

1. Organic, or continuous, change
2. Radical, or discontinuous, change driven by radical innovation

 

Why Business Architect?

In today's knowledge- and innovation-driven complex economy, business architects are in growing demand. They are cross-functionally excellent people who can tie several silos of business development expertise together, create synergies, design winning business model and a balanced business system and then lead people who will put their plans into action.

Business Architect Defined

Business architect is a person that initiates new business ventures or leads business innovation, designs a winning business model, and builds a sustainable balanced business system for a lasting success.
Business architects can be found in a multitude of business settings: corporate change leaders, initiators of joint ventures, managers of radical innovation projects, in-company ventures, spin-outs, or new start-up ventures. Although the settings in which business architects act are different, they all design and run a new venture to achieve its sustainable growth.

Integrated Approach to the Management Process

The integrated business systems approach to business development and the management process is what distinguishes modern cross-functionally excellent business architects from functional managers. As a business architect and an extremely effective leader, you must have a broad view to be able to link together – synergistically! – the key components of corporate success – from functional planning to cross-functional cooperation, from supply chain management to customer value creation, from the art of continuous learning to the practice of effective communication and influencing people – and bundle them in an intellectual, innovative and pragmatic package that can be used to achieve sustainable competitive advantage and business growth, both top-line and bottom-line.

Inclusive Approach

At the heart of the inclusive approach is the belief that understanding stakeholder needs – the needs of customers, employees, suppliers, shareholders and society, and the environment – and incorporating them into enterprise strategy and sustainable value creation activities are central to the achievement of sustainable growth and competitiveness.
 

 

 

 

 

 

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