Deming offered up 14 principles that stood in stark contrast to the sorts of practices he thought were eroding the performance of top corporations in the United States in the 1970s and 1980s. The list might seem almost quaint today, but it’s worth recounting:
Create and communicate to all employees a statement of the aims and purposes of the company Adapt to the new philosophy of the day; industries and economics are always changing Build quality into a product throughout production End the practice of awarding business on the basis of price tag alone; instead, try a long-term relationship based on established loyalty and trust Work to constantly improve quality and productivity Institute on-the-job training Teach and institute leadership to improve all job functions Drive out fear; create trust Strive to reduce intradepartmental conflicts Eliminate exhortations for the work force; instead, focus on the system and morale Eliminate work standard quotas for production. Substitute leadership methods for improvement Eliminate MBO. Avoid numerical goals. Alternatively, learn the capabilities of processes and how to improve them Remove barriers that rob people of pride of workmanship Educate with self-improvement programs Include everyone in the company to accomplish the transformation
The power of the index lies in its simplicity: a 20-question survey that precisely identifies a company's leadership and talent management capabilities and quantifies the revenue and profit gains it can expect by moving from one level to the next.
Google has been formally charged with monopoly abuse over an alleged effort to crush rivals to its mobile search service and Android smartphone operating system, in a major escalation of its battle with Brussels.
Steve Rowe, Marks & Spencer chief executive, comments on the retailers performance after its long-suffering clothing division posts another slump in sales.
Steve Bax's insight:
Mr Rowe said that he had set his team a number of "exam questions" about the group's clothing division as part of a strategic review that could lead to some of its clothing brands, such as Per Una, Classic, Indigo, Limited Edition and Autograph, being scrapped. Analysts have often criticised M&S's plethora of brands as confusing for shoppers and a sign that the retailer does not have a clear idea of its core customer.
How often have you heard somebody — a new CEO, a journalist, a management consultant, a leadership guru, a fellow employee — talk about the urgent need to change the culture? They want to make it world-class. To dispense with all the nonsense and negativity that annoys employees and stops good intentions from growing into progress. To bring about an entirely different approach, starting immediately.
These culture critiques are as common as complaints about the weather — and about as effective. How frequently have you seen high-minded aspirations to “change the culture” actually manage to modify the way that people behave and the way in which they work? And how often have you seen noticeable long-term improvements?
Reorganization can boost company performance, but the results are often disappointing. A smart new approach dramatically increases the likelihood of success. Recognizing that company performance is determined above all by employees’ behaviors, it uses a variety of organizational levers to maximize the cooperation, engagement, and effectiveness of staff throughout the organization.
Glassdoor, the recruitment marketplace, has ranked the highest-rated CEOs in the country, based on the input of people who have worked for them. These are the 25 best bosses in the UK, as voted by their employees.
Today leaders face added complications of rapidly changing technology, virtual working teams separated by cultural and geographical boundaries, and the difficulties of making decisions when faced with an overload of information.
I like the quote: "Leadership has become a team sport".
The final paragraph is also worth highlighting here:
"Leadership success today has to do with the way people think, the way they feel, the way they behave in a responsible manner. This is more than charisma and it is not something that can be learned in three easy steps or over a single programme. Strong leadership requires continuous development. Clever people don’t necessarily become wise. But they can learn how to find ways to cope with stressful experiences by getting to know themselves. It’s always good to keep in mind that leaders are like wine. Some turn out great; others may turn into vinegar!"
Most companies claim to support entrepreneurial behavior — but their employees are not so sure. The research speaks volumes: Only 20% of employees in an Accenture study said their managers encourage entrepreneurial ideas. Another survey showed that 70% of successful entrepreneurs developed their big idea while working at an established organization and then left to commercialize it on their own.
What makes an effective leader? This question is a focus of my research as an organizational scientist, executive coach, and leadership development consultant. Looking for answers, I recently completed the first round of a study of 195 leaders in 15 countries over 30 global organizations. Participants were asked to choose the 15 most important leadership competencies from a list of 74. I’ve grouped the top ones into five major themes that suggest a set of priorities for leaders and leadership development programs. While some may not surprise you, they’re all difficult to master, in part because improving them requires acting against our nature.
RBS and NatWest's business banking boss Marcelino Castrillo wants to make better use of the group's branch network. Castrillo has headed the business banking unit for nine months and seems to relish the challenge of turning the bank – and its reputation – around. Saving the branch network might prove to be the easy part of his job.
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