Recorded webinar: http://slidesha.re/1mDoTtI
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Does your organization move together as one cohesive unit? Or do you experience conflicting priorities, misalignment, and a healthy dose of "organizational ADD?"
Business, government agencies, and non-profits aren't immune to the fact that FOCUS is a key success factor in any excellence-seeking endeavor. From focused improvement plans to focused project and meeting management, creating a plan that helps you avoid unnecessary distractions and, more importantly, managing that plan is a key to becoming an outstanding organization.
In this webinar, you'll learn the organization costs that the lack of focus produces and ways to create a plan with sticking power, enabling you boost improvement results and organizational performance to boot.
3. Founder, Karen Martin & Associates, LLC
(1993)
Lead Lean transformations in the service
sector and office areas within manufacturing
Teaches at University of California, San
Diego’s Lean Enterprise program
Email: karen@ksmartin.com
Twitter: @karenmartinopex
Facebook:
www.facebook.com/karenmartinassoc
Karen Martin,
Principal
July 2012
11. “The difference between successful people
and very successful people is that very
successful people
say no
to almost everything.”
— Commonly attributed to Warren Buffett
11
12. By Instilling Greater Focus, ThedaCare
Doubled its operating margins without
layoffs during a period where 74%of
hospitals reported reduced margins
ThedaCare
reduces
initiatives
from 31 to 4
12
13. 70%
Organization is attempting ―more than‖
or ―significantly more than‖ we can
reasonable handle.
Poll of 700+ Subscribers
13
14. Apple’s Success
―…saying no to 1,000 things to
make sure we don’t get on the
wrong track or try to do too
much. We’re always thinking
about new markets we could
enter, but it’s only by saying
no that you can concentrate
on the things that are really
important.‖
— Steve Jobs
14
18. The Myth of Multi-tasking
• Not possible to do two conscious activities at
once.
• You are ―switch-tasking.‖
• David Meyer – University of Michigan
– Engineers switched between projects 5-8 times per
day
– Each switch added 20 minutes of process time
– If switch only 5x per day, adds 1.7 hrs per day or 407
hours (10 weeks) of process time per engineer
– In company w/ 15 engineers = 3 FTEs* worth of labor.
* FTE = Full Time Equivalent
18
19. Not Convinced? Try this
timed experiment.
Multitasking is a lie.
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Round 1: Write M, 1, U, 2, L, 3, etc.
Round 2: Write complete sentence, followed by numbers 1-18.
Round 2’s time will be approximate half of Round 1’s.
FTU = Full Time Equivalent
19
20. Sporting Goods Manufacturer –
Product Launches Per Year
80
73
70
60 No additional
resources;
50 higher quality
40 products
launched
30
24
20
10
0
Pre-Focus Post-Focus 20
22. Where We Need To Instill Greater Focus
Organization
Division/Business Division/Business Division/Business
Unit Unit Unit
Department Department Department Department Department Department
Individual Individual Individual Individual Individual Individual
Individual Individual Individual Individual Individual Individual
24. Avoiding the Shiny Ball Syndrome
(Organizational ADD) Requires…
• Clarity – about what really
matters.
• Consensus – about what really
matters.
• Courage – to actively choose to
“not do” or “not do now.”
24
26. Avoiding the Shiny Ball Syndrome
(Organizational ADD) Requires…
• Clarity – about what really
matters.
• Consensus – about what really
matters.
• Courage – to actively choose to
“not do” or “not do now.”
26
28. Avoiding the Shiny Ball Syndrome
(Organizational ADD) Requires…
• Clarity – about what really
matters.
• Consensus – about what really
matters.
• Courage – to actively choose
to “not do” or “not do now.”
28
29. Annual Improvement Plan
1. Gain clarity around overarching business needs.
2. List everything you could do (and that you are doing).
3. Categorize into:
– “Must-do, can’t fail”
– Maybe
– Eliminate
4. Decide what you will do – prioritize “maybe’s”; gain
consensus.
5. Create plan.
6. Manage plan via weekly updates (may be able to
reduce to monthly reviews – but be careful!).
29
32. Annual Improvement Plan
Company ABC
Priorities
FY 2012 FY 2013 Exec Tactical
Priority Others
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Owner Owner
MS-2
MS-1
Integrate DHR Begin Acct Brad P
Ops
Complete
Complete New
Travel Program Begin Complete Scott R Fred S
Roll-out
Roll-out Tablets to Begin &
Brad P
Installation Complete
Lisa D,
Complete 360 Marina,
Begin Complete Justin C Steve R
Roll-out SM, Tech,
Hal, Doug
Create Line-item
Begin Complete Lisa B Mark C
P.O.s
Refinance credit
Begin Scott R
facility
Complete ADP
Begin Complete Gary O
Roll-out
Not
Develop & Roll-out MS-1 MS-2 MS-3
Begin complete Steve C TBD
Handheld 2.2 Clean Code Pilot Go live
until 2013
Complete GPS RDs Cons.,
Begin Complete Steve C
Roll-out HR, Fleet
Complete "River"
(One Soft) Begin Complete Lisa B
Roll-out
Develop Safety
Begin Complete Gary O
Program
32
33. To create new
ideas is a gift, but
to choose
wisely is a skill.
— Ryan Morgan
33
34. Release Date: July 8, 2012
(McGraw-Hill)
Available for Preorder:
www.bit.ly/km-too
34
35. For Further Questions
Karen Martin, Principal
7770 Regents Road #635
San Diego, CA 92122
858.677.6799
ksm@ksmartin.com
Twitter: @karenmartinopex
Monthly newsletter: www.ksmartin.com/subscribe
35
Notas do Editor
Jim Collins – Stop doing list.Matt May – The Laws of Subtraction“Not Do” List.
So Ari has his 12 natural laws of business – I have four. Instead we often find ourselves trying to maneuver within rather chaotic environments. We need to pay more attention to the fundamentals.There are four behavioral patterns that are required for excellence in any endeavor but are missing in many organizations. (click…)(I almost numbered these 1, 1, 1, and 1)Define each term - MG
I have noticed an alarming amount of ambiguity from big picture issues to the micro details of how an organization operations. At a macro level.. (next slide)
Distraction kills on the road and it kills in business as well.
Ongoing studyAri mentioned the Alice in Wonderland quote, which is in my next book – it doesn’t matter which path you take if you have no idea where you’re going.
Jim Collins – Stop doing list.Matt May – The Laws of Subtraction“Not Do” List.
This takes courage.
Notice these steep productivity gains achieving during a significant recession.
Now imagine how this plays out across an entire organization.Not keynotey - MG
So let’s say you don’t have immediate leverage over your exec team. While you’re influencing them, you can produce more local results by implementing these mindsets and behaviors at a more local level – say a single business unit, functional area, or work team.
Multi-tasking is a lie. David Meyer – studied engineers – switched tasks 5-8 times per day and took add’l 20 mins each time they did it. In a company with 15 engineers, that’s 3 FTEs of wasted labor.20-40% more projects completed by focusing on fewer at any given time.If you want to prove this to people – Have them write Multitasking is a lie and numbers 1-18. Dave Crenshaw The Myth of Multitasking.
So here is what our new organization will look like at the leadership level.My span of control remains the same, still with 7 direct reports.However, as I mentioned earlier, part of my objective is to create better, tighter and stronger alignment across the organization.This means that:All Service functions will organize under one leader.All Sales functions will organize under one leader.We’ll be adding dedicated focus to relationship management so we have a primary go-to person.We’re putting all administrative support functions together into one group.And we’ll be adding resources dedicated to Op Ex.Supply Chain and Strategy/Analysis are essentially unchanged.This is just a high level view, and I’m going to spend more detail on the areas with the most change. But before we look at individual boxes of responsibility, I’d like to share the overall design for how we’ll be approaching and organizing Sales and Service.This is a new model for how we’ll focus on and organize around the customer.