Gemmy S. Allen is Management Coordinator and Faculty at North Lake College, Irving, TX of the Dallas County Community College District. She is the co-author of the textbook Management: Meeting and Exceeding Customer Expectations, published by Cengage. Her awards include being named Outstanding Mountain View College Faculty Member and receiving the Golden Oak Award, Oak Cliff Chamber of Commerce; the National Institute for Staff and Organizational Development Excellence in Teaching Award; and the award for Mountain View College Innovator of the Year. She served as a member of Microsoft Mentors, the Microsoft/Compaq College Advisory Council and the St. Philip’s College Model Electronic Commerce Curriculum Advisory Committee and is founding teacher, Virtual College of Texas — “Internet Teachers at Every College.” In addition, she has co-authored several discipline-specific, Internet-related books, developed several online classes, made numerous presentations to industry, and has led workshops in the United States, Australia and Mexico.
In their Harvard Business Review article, "8 Tough Questions to Ask About Your Company's Strategy," Paul Leinwand and Matthias Baumler say that most companies do not have the answers.
Tough Questions to Ask About Your Company's Strategy
CAN WE STATE IT?
WAY TO PLAY Are we clear about how we choose to create value in the marketplace?
DO WE LIVE IT?
WAY TO PLAY Are we investing in the capabilities that really matter to our way to play?
CAPABILITIES SYSTEM Can we articulate the three to six capabilities that describe what we do uniquely better than anyone else? Have we defined how they work together in a system? Do our strategy documents reflect this?
DO WE LIVE IT?
CAPABILITIES SYSTEM Do all our businesses draw on this superior capabilities system? Do our organizational structure and operating model support and leverage it? Does our performance management system reinforce it?
PRODUCT AND SERVICE FIT Have we specified our product and service "sweet spot"? Do we understand how to leverage the capabilities system in new or unexpected arenas?
PRODUCT AND SERVICE FIT Do most of the products and services we sell fit with our capabilities system? Are new products and acquisitions evaluated on the basis of their fit with the way to play and the capabilities system?
COHERENCE Can everyone in the organization articulate our differentiating capabilities? Is our company's leadership reinforcing these capabilities?
COHERENCE Do we have a right to win in our chosen market? Do all of our decisions add to our coherence, or do some of them push us toward incoherence?
SOURCE ADAPTED FROM "THE COHERENCE PREMIUM," BY PAUL LEINWAND AND CESARE MAI NARDI. HARVARD BUSiNESS REVIEW, JUNE 2010
Discussion: Why to you think that too few companies are asking or answering these fundamental questions?
In the video above, Pizza Hut demonstrates how they reengineered their delivery system. They have a new delivery pouch with 3 layers of advanced insulation to keep pizza oven-hot.
How does reengineering the delivery pouch to keep pizza hotter help Pizza Hut improve productivity, cycle times and/or quality?
How can groups make good decisions? Dan Ariely, behavioral economist, and neuroscientist Mariano Sigman have been inquiring into how we interact to reach decisions by performing experiments with live crowds around the world. Their insights include the following. "Good collective decisions require two components: deliberation and diversity of opinions. Right now, the way we typically make our voice heard in many societies is through direct or indirect voting. This is good for diversity of opinions, and it has the great virtue of ensuring that everyone gets to express their voice. But it's not so good [for fostering] thoughtful debates. Our experiments suggest a different method that may be effective in balancing these two goals at the same time, by forming small groups that converge to a single decision while still maintaining diversity of opinions because there are many independent groups."
How could a manager use this type of group decision making to make better decisions?
You’ve just become the chief executive officer of a big company. Now what do you do?
In this edition of McKinsey Quarterly Five Fifty: A quick briefing in five or a fifty-five deeper dive, becoming CEO is discussed. (See attached articles.) McKinsey found that the most successful CEOs conducted a strategic review in their first two years; were hired from outside the company; and moved quickly to build teams, change the culture, and address opportunities.
What makes a CEO 'exceptional'?
AT&T is the largest provider of traditional subscription TV and Time Warner owns some of the country’s largest TV networks. The Department of Justice (DOJ) assumes that if the two companies merged, "AT&T/DirecTV would hinder its rivals by forcing them to pay hundreds of millions of dollars more per year for Time Warner’s networks, and it would use its increased power to slow the industry’s transition to new and exciting video distribution models that provide greater choice for consumers. The proposed merger would result in fewer innovative offerings and higher bills for American families.”
“Today’s DOJ lawsuit is a radical and inexplicable departure from decades of antitrust precedent. Vertical mergers like this one are routinely approved because they benefit consumers without removing any competitor from the market. We see no legitimate reason for our merger to be treated differently", AT&T’s Senior Executive Vice President and General Counsel David R. MacAtee II stated, likely referring to its rival Comcast's acquisition of NBC Universal.
With today's young people using so much social media, would the proposed megadeal stifle competition and harm consumers in the United States? What do you think?
Dear Spirit Guest,
As 2017 comes to a close, I am excited to share with you some of the amazing improvements we have made in the past year. Six months ago, I wrote to you to share how we had begun to invest in your Guest Experience. Today, I am happy to write to you with the impressive results of those actions.
Thanks to our dedication to improving our operation, our on-time performance has rapidly climbed in the rankings. The preliminary airline rankings for October have arrived and for on-time performance we ranked number two overall, an all-time record! Last month, we hit a milestone of 87.1% on-time arrivals, beating out nearly all other carriers with our Fit Fleet. We cannot be happier.
Since May, we have also launched several new initiatives to improve your experience based on your feedback. Our brand new mobile-friendly website was just unveiled, making it faster and easier to navigate and find the best deals anywhere. We are currently rolling out brand new check-in kiosks to all of our stations, with an even better experience too. And, if you want to move through the airport even faster, our Spirit Check-In app with electronic boarding pass will allow you to head straight through security if you fly without a checked bag! These new features, coupled with our new Facebook and Instagram accounts, allow us to help better care for all of our Guests' needs digitally.
To improve the Guest experience throughout their journey, we partnered with the Disney Institute to create a common purpose and a fresh set of service standards, which anchor our new Service Training. We call this Spirit Signature Service. Our entire inflight team has been through this training, and it is beginning to move through our airport stations as well! This commitment to Guest service has had a great impact on your experience with us. Thanks to these dramatic improvements, our Guest satisfaction scores have reached an all-time record high!
Our team is proud of all that we have achieved in the past few months, especially when we consider the hardships that this year has brought. Many of our Guests and our Spirit Family were hit hard by this hurricane season, and I am proud that we at Spirit have done everything in our power to support those affected. In the aftermath of Hurricanes Harvey, Maria, and Irma we operated dedicated rescue and relief flights to support evacuees and emergency responders, flying over 1,400 Guests at no cost. So far, we have operated 252 other regularly scheduled flights to San Juan and Aguadilla that have ferried emergency personnel and over 300,000 lbs. of relief supplies to the area since the storm.
In total, our flights transported over 27,000 Guests to safety so far, including many sick and elderly and those stranded from other airlines. We also committed to matching $150,000 in donations to the American Red Cross. I am proud to say that our efforts in the affected region are ongoing.
The Spirit of today just keeps getting better for all of us, and we are so happy you are along for the ride. I look forward to meeting you on a Spirit flight soon!
President and CEO, Spirit Airlines
Bob Fornaro, CEO of Spirit Airlines, sent the above email to customers.
What improvements were made in operations management?
How were those improvements made?
Wasting time costs businesses money! OfficeTime interviewed over 600 small business owners, freelancers and professionals to find out how time is wasted. The results are the top 10 time wasters. Then, what you can do to change are listed in the infographic above.
How do you waste your time?
What kind of time waster are you?
What can you do to change?
In an interview, the interviewee is usually asked, "Do you have any questions for me?" In an Inc. article, Johnson & Johnson Vice President of Talent Acquisition, Sjoerd Gehring, gave the following as the best candidate questions.
At the end of a job interview, a candidate's questions can be a way to determine their fit for the role and for the organization.
What questions will you ask at your next interview?
Do you fear failure?
In the video above, Jon Bowers of UPS, says that when the situation demands it, you need to be perfect. He defines perfectionism as a willingness to do what is difficult to achieve what is right.
What are the consequences of being less than perfect?
As a manager or an employee, is trying your best good enough? Why should you seek perfection?
In the video above, Diana O’Brien, Deloitte CMO, talks with sportscaster Erin Andrews about how to empower women and other minorities. “My job is to capture the hearts and minds of our employees and our customers and I need to come with the insight that really helps me reach them when they need it and want it and I can help make an impact for them,” O’Brien explained. “Our purpose statement is ‘to make an impact that matters.’ And we want to make an impact that matters on their toughest problems, want to make an impact that matters on our people, on our communities. And so, for us, using that as our lens, if I want to capture your heart and mind around making an impact, I want to know what you care about.”
Ms. O'Brien explained that the proactive strategy flips the script on traditional efforts that rely on organizations to “empower” minorities by creating spaces for them when it’s actually the other way around: multiculturalism empowers companies by providing a diversity of people AND ideas that are going to be needed in the future.
Explain how managers might distinguish between empowering employees and empowering companies.
When Gretchen Carlson spoke out about her experience of workplace sexual harassment, it inspired women everywhere to take their power back and tell the world what happened to them. In this TED talk, she tells her story -- and identifies three specific things we can all do to create safer places to work. "We will no longer be underestimated, intimidated or set back," Carlson says. "We will stand up and speak up and have our voices heard. We will be the women we were meant to be."
Number one: we need to turn bystanders and enablers into allies. How can you become an ally?
Number two: change the laws. How can you help change the laws?
Number three: be fierce. How can you become fierce?
Management has trust issues.
Edelman’s 2017 Trust Barometer, which measures trust in institutions around the globe, found its largest-ever drop in trust across government, business, and media. “The implications of the global trust crisis are deep and wide-ranging,” said Richard Edelman, president and CEO of Edelman. “It began with the Great Recession of 2008, but like the second and third waves of a tsunami, globalization and technological change have further weakened people’s trust in global institutions.”
Of the institutions, business is viewed as the only one that can make a difference. Three out of four respondents agree a company can take actions to both increase profits and improve economic and social conditions in the community where it operates. Moreover, among those who are uncertain about whether the system is working for them, it is business (58 percent) that they trust most.
“Business is the last retaining wall for trust,” said Kathryn Beiser, global chair of Edelman’s Corporate practice. “Its leaders must step up on the issues that matter for society. It has done a masterful job of illustrating the benefits of innovation but has done little to discuss the impact those advances will have on people’s jobs. Business must also focus on paying employees fairly, while providing better benefits and job training.”
What actions can managers take to improve trust overall and help transform the company’s culture into a place where trust thrives?
It seems like every day there is a crisis. Will you be ready to respond? Good managers prepare in advance and test their practices. Three critical dimensions for building a well-managed response plan are people, preparedness, and testing. The three dimensions can give you the confidence you need to survive, recover, and avoid more crises in the future.
What is the worse that can happen?
How can you start to be ready right now?
Robert Half, an employment specialist, bases its Robert Half Salary Guides on thousands of job placements made by their own recruiters throughout the U.S. and Canada.
Use the Robert Half salary calculator to calculate the starting salary offer for a job you want.
What job do your want?
Where do you want to live?
What is the starting salary?
What is your emotional intelligence?
Emotional intelligence (EQ) is the ability to identify and manage our own emotions as well as recognize those of others. Some think EQ is a measurement of management success.
You can take an EQ quiz published by the Greater Good Science Center at UC Berkeley at the link below.
What was your score?
How can you improve your emotion recognition skills?
What is acceptable at home, may be offensive in other countries. Before traveling, look over the American customs considered offensive in other countries depicted above.
Which custom could affect business relations?
Why would this knowledge matter to business people?
You need a picture for your project or presentation and you find the perfect one online. To know, follow the chart from above from Curtis Newbold, The Visual Communication Guy.
What is wrong with using a picture that you find online?
What is the difference between copyright, fair use, creative commons, and public domain?