The Missing Piece Workbooks are now available!

BAMM5
If you liked the value you found in "The Missing Piece" books you’ve read over the past several years, you’ll love the new workbooks that align to each of your Missing Piece favorites! Each respective workbook includes the original text from the corresponding book that brings the Business Alignment Maturity Model to life in the context of your business. We moved the questions from the end of each chapter into the section of text that speaks to each question. No searching back through the chapter to refresh your memory, it’s all right there to help you put what you read into the context of your organization and team. Best of all, we added specific tools referenced in the books to better support your goal planning, business analysis and operational metrics. These tools will get you started faster to create sustainable success for your organization!If you are a Corporate Leader, click here and scroll to the...
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“There is nothing so useless…

We-are-too-busy
…as doing efficiently what should not be done at all.”I spend a good bit of time in my practice working with businesses on their business planning and people development initiatives. A few of these clients have also invested their time in what is likely the least appreciated part of achieving sustainable success in business ~ process improvement! Peter Drucker’s quote above is a reminder to all business leaders, regardless of size of business, industry or profit status, that everything we do is a process and we should well be aware of whether we are doing the right things well versus just doing anything well.All successful organizations use the same basic processes regardless of whether they sell services, products or both. Their core processes are the ones that directly influence revenue acquisition and the supporting processes are those that have an indirect influence on revenue acquisition. These supporting processes included functions such...
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Leadership is responsible for 94% of quality problems...

...so it is leadership's responsibility to help people work smarter, not harder. These words by W. Edwards Deming are a call to action for today’s leaders to help them focus on the right business goals to execute their business strategies. You may recall Deming as the statistician who made popular the Plan-Do-Check-Act Cycle and considered the father of modern quality control. It is also relevant we consider his thoughts as today’s leaders address the challenges of achieving their business strategies in an unstable economy, an uncertain regulatory environment and untapped globalization. Against this backdrop are elements of the alignment process that fall between Strategy and Goals in the Business Alignment Maturity Model. These layers often go unnoticed and unattended by leaders until it is far too late. The focus here is the Structure layer of the Business Alignment Maturity Model. The Structure layer prompts leaders to look at their People, Processes...
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Lessons in Business Alignment...

…from the Super Bowl Champion Baltimore Ravens. While I know most sports fans have moved on to Hockey, Basketball and the X-Games, it has become a tradition in this forum to highlight leadership lessons from the reigning Super Bowl Champions.  There were plenty of headlines surrounding the Ravens Super Bowl win (The Harbaughs, Ray Lewis, Joe Flacco etc.). The one story I found most interesting, however, was the promotion of Jim Caldwell to Offensive Coordinator replacing Cam Cameron.  This story got far less press, but was significant not only the story of the Ravens success, but for leaders in general.  In the aftermath of the change, the Ravens produced some of the most memorable offensive plays of the entire season, ultimately leading to their Super Bowl win. The leadership lesson is the execution of the oft-quoted line from Jim Collins’ book Good to Great that says, “Put the right people on...
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Is your Business in Alignment and why is that so important?

Growing up I learned how to take care of my cars myself. Tune-ups, wheels, brakes, engine timing etc. were all things that kept my cars running. And just like driving a car out of alignment decreased fuel inefficiency and added wear and tear to the vehicle, so leading a business or organization out of alignment is just as inefficient and, I could argue, irresponsible in today’s current economic environment. So what do we mean by “Business Alignment”? Wikipedia identifies no less than 15 definitions depending on whether you are a role-playing gamer or a biochemist. To a leader in today’s business environment, it means the level of congruence between the Vision of the business to the desired results expected from day to day operations. What we know to be true is when a business achieves alignment it holds a competitive advantage through increased effectiveness and efficiencies. What is a competitive advantage...
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