Surf the Waves of Opportunity E-Book

Dieter Legat

• Herausgeber: Books on Demand
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 180

Veröffentlichungsjahr: 2016

Beschreibung

Are you managing a business or a business unit or is your goal to achieve such positions? Then this book is for you. It summarizes what I have learned about operational leadership over more than 50 years as a business manager and top management consultant: Operational leadership determines company success. Top management job is to spot the waves of opportunity and lead the company in riding them. Visionary and strategic thinking is required to spot waves. Operational leadership leads the company in riding them. It is like surfing big waves. To spot one is important, but success lies in riding it (operational execution) without falling off the surfboard. For success in operational leadership, you must do five things right, in a never-ending cycle of agile leadership: 1) Set the right operational goals to establish the line on which you want to surf your wave. You only need one single goal. 2) Plan. Build your surfboard. Design the right plan: Focus it on resolving constraints. Write it down on one single page. 3) Execute. Surf your wave. Follow the goal to deliver the obligations outlined in your operational plan. 4) Check. Review progress against your goals and execution of your operational plan. Go back to planning if the operational plans need to be adjusted. 5) Contribute the value required from operational leaders: Lead your Plan-Execute-Check cycle to spin faster than your competitors. Institutionalize the culture of operational excellence. Operational leadership is all about surfing monster waves of opportunity. It strains us to our limits. Yet it is the most fascinating and rewarding task in business management.

Leseprobe

Elevator pitch

Are you managing a business or a business unit or is your goal to achieve such positions? Then this book is for you. It summarizes what I have learned about operational leadership over more than 50 years as a business manager and top management consultant1:

Operational leadership determines company success

Top management’s job is to spot the waves of opportunity and lead the company in riding them. Visionary and strategic thinking is required to spot waves. Operational leadership leads the company in riding them. It’s like surfing big waves. To spot one is important, but success lies in riding it without falling off the surfboard.

Lead a far reaching living system, not just a moneymaking machine

Your business is a living creature, a self-organizing and self-creating system. It comprises every element that supports us in or hinders us from achieving our goals. It is much more than the company. All of the elements in the entire business ecosystem are part of the whole system.

For success in operational leadership, you must do five things right

To lead this living organism, do five things right, in a never-ending cycle of agile leadership:

One: Set the right operational goals to establish the line on which you want to surf your wave. You only need one: contribution margin.

Two: Plan. Build your surfboard. Design the right plan: Focus it on resolving constraints. Write it down on one single page.

Three: Execute. Surf your wave. Follow the goal to deliver the obligations outlined in your operational plan.

Four: Check. Review progress against your goal and execution of your operational plan. Go back to planning if the operational plan needs to be adjusted.

Five: Add the value required from operational leaders. Lead your Plan-Execute-Check cycle to spin faster than your competitors. Institutionalize the culture of operational excellence.

Operational leadership is all about surfing monster waves of opportunity. It strains us to our limits. Yet it is the most fascinating and rewarding task in business management. You will likely become addicted, as I did.

Shall we go? – Great, let’s go surfing.

Dieter Legat. Geneva (Switzerland), January 2016

PS: You are welcome to use my charts free of charge for your own work and presentations. Please find the charts for download at http://www.book-agile-operational-leadership.com

1 Working for AEG-Telefunken, Honeywell and Hewlett Packard, and since 2001 as consultant to top managers from start-ups to international concerns.

Thank you for helping me to write this book

Thank you, Bill2, for your patience and generous advice in so many aspects of TOC and how it should be applied correctly. Your comments and guidance were of extreme value for me and clarified several key aspects covered in this book.

Thank you, Soin3, for coaching me in the practices of total quality management. You taught me how to diagnose levels of operational maturity and design an improvement plan that leads a business to outstanding operational results. Special thanks for teaching me to not push ropes.

Thank you, Branka4, for teaching me so much in the domain of emotional decision making. Every time we meet you open another door for me, giving me deeper insight into this fascinating field.

Thank you, Gabriel5, for taking the time in the most busy time of the business year, to review my manuscript in detail and for submitting agile business leadership to the tough test of reality in business.

Thank you, Bill6, for your patience and for introducing me to TOC, for arranging a memorable one-day meeting with Eliyahu Goldratt, for your everpresent down to earth advice from the point of view of a successful top manager and for your valuable comments to the manuscript of this book.

Thank you, Cary7, for your advice in creating this book. Your insight and guidance relative the world of creating books and your patient help as copy-editor were very, very, valuable to me.

And thank you, Bernadette, my dear wife, for your support in all those years and for being such an incredibly strong role model for how to cope with seemingly insurmountable constraints.

2William Dettmer. Senior Partner of Goals System International. Author of the leading book on TOC logics, “The logical thinking process“.

3Sarv Singh Soin. Experienced leader of supply chain systems, leader in the HP Quality/Operational excellence project. Recent book “Winning with operational excellence“

4Branka Zei-Pollermann, renowned expert in emotional decision making, founder of Vox Institute, Geneva (Switzerland)

5Gabriel Migy, Head of strategic planning, BOBST Group

6William A. Woehr. Retired HP sales executive. Co-author of the book “Unblock the power of your sales force!”

7Cary Sherburne. World leading expert in printing technology and guardian angel of business writers. http://www.sherburneassociates.com/

Dietrich (Dieter) Legat

Born 1938 in Graz (Austria), Dieter is married, with two daughters and four grandchildren. He is an avid biker, skier and photographer and lives in Geneva, Switzerland.

Dieter studied petroleum engineering at the University of Leoben, Austria and then continued as Assistant at the Institute of Mathematics. In that role he worked with computers for the first time – which was the beginning of his career in computer business. There, starting in 1964, he first worked for AEG-Telefunken (then a GE OEM) and then joined Honeywell (Computer Operations Europe). In 1974 he moved to Hewlett Packard. There, he enjoyed a career in sales management and quality management, where he guided the European computer business unit to win the HP President’s Quality Award, awarded by the late Lew Platt, then HP President and CEO.

His last assignment before retiring from HP was operational planning manager for HP’s global accounts business.

During his time at HP, as part of his job, he consulted with many companies, sharing HP practices in operational leadership.

After retiring from HP in 2001 Dieter began a second career as top management consultant, specializing in operational leadership. In this role, he has served top management of more than 30 companies from small start-ups to large multinational corporations in information technology, finance, machine engineering, and pharmaceuticals.

For several years, Dieter taught operational leadership in a FIBAA8 certified postgraduate course for business managers, at the University of Graz, Austria.

In 2002 with his friend and long time HP colleague Bill Woehr he wrote the book Unblock the power of your sales force!, which introduces the theory of constraints for the domain of sales leadership. The book was also published in German and Japanese.

8Foundation for interational business administration accreditation

Content

Elevator pitch

Chapter 1: Surf the waves of opportunity

The management value chain

Operational excellence

Chapter 2: Five right

Five tasks done right

Agile operational leadership

Chapter 3: Systems view required

One element of the entire business ecosystem

One function can constrain the whole

A living creature

Not just a money making machine

Chapter 4: Right goals

The meaning of “goal”

Goals in the management value chain

One single operational business goal: sufficient income

Operational business goals for company business units

Operational business goals with the right content

Operational goals right for execution

Chapter 5: Avoid the traps of intuition

System 1 and System 2

Two deadly traps of intuition to avoid

Trap Number 1: WYSIATI - What you see is all there is

Trap Number 2: Jumping to conclusions

Chapter 6: Right operational plans

Two purposes for operational plans

Causal trees from goal to action

One-page operational plans

Limitations of top-down planning

Autonomous operational plans for company business units

Operationalize the elements of operational plans

Chapter 7: Critical success factors

CSFs: non-negotiable conditions for the operational goal

Firm on strategic level. Flexible for operational leadership

Anywhere within the entire business ecosystem

Six rules for identifying the right critical success factors (CSFs)

Worksheet and operational plan

Chapter 8: Competitors’ plans

Our competitors – systems view

Understanding competitors' performance

Customer’s view of your competitors

Competitor’s operational leadership

Three rules for understanding competitors’ plans

Worksheet and operational plan

Chapter 9: Necessary conditions

MUST ACHIEVE performance levels of the business system

Four rules for setting right NCs

Worksheet and operational plan

Chapter 10: Obstacles

Obstacle, defined

Physical obstacles

Emotional obstacles

Three rules for defining right obstacles

Worksheet and operational plan

Chapter 11: Commitments

Operational commitments: Promises for new system states

Four rules for establishing right commitments

Worksheet and operational plan

Chapter 12: All obligations confirmed

Chapter 13: Right execution

The entire operational team on one surfboard

1. Focus attention on the operational business goal

2. Track progress toward necessary conditions

3. Flawlessly deliver against obligations

Chapter 14: Right check

Deep reviews – tuned to the level of operational performance

Improving the management of obligations

Refining the operational plan

Finding constraints in the business system

Plan to resolve the constraint

Chapter 15: Right operational leadership

Leading our PEC cycles: Four leadership events

Leading key event No.1: The operational planning workshop

Leading key event No.2: Meetings

Leading key event No. 3: Quick Review

Leading key event No.4: Deep review

Leading competence in PEC cycles

Leading a culture of operational excellence

Breakthrough goals culture

Team culture

Agile culture

Managers are not the constraint

Positive emotions culture

Chapter 16: Now, it’s your turn

Chapter 17: The DELTA T Cockpit

The tool to support and simplify operational leadership

Scalable, flexible, worldwide access

Thank you for teaching me

Abbreviations

Books

Index

Chapter 1: Surf the waves of opportunity

Figure 1.1 Top management’s job is twofold

Vision and strategy: To see the waves of opportunity coming.Operational leadership: To lead the company to ride them. Better than competition.

Dick Hackborn9, who led HP into the printer business, defined a business leader's job in short and clear terms: “To see the waves of opportunity and lead the company to ride them”.

As business leaders we need vision to see coming waves of opportunity and strategy to select the best position on these waves. However, vision and strategy alone are not enough. We must also lead the company or the business unit to ride the wave. That is the role of operational leadership.

In this chapter we position operational leadership where it deserves to be: as the prime driver for consistent lasting business success. It is an element in the management value chain in its own right. Its purpose is to lead our business to achieve its to-date goals consistently.

Figure 1.2 Value chain of business management.

Vision selects the wave to ride. Strategy defines the position to take on the wave. The performance of business functions brings us to operational business results. Operational plans guide functions to perform.

The management value chain

Viewed as value chain, business management consists of four elements: determine vision and strategy, operational leadership, business function performance and operational business results. Generations of managers have learned to view this chain from start to end: We start with vision and strategy. From there on we subordinate everything else in the management value chain to these two.

Let’s now regard this value chain, as we would do with a manufacturing process, starting at the end and going upstream from there:

Operational business results are the purpose, the end result of business leadership,

Going upstream from there, we subordinate every link in the chain to that purpose, each serving the next in chain.

First, the operational business results: The purpose

All of the efforts of a business have one - and only one - purpose: to achieve its operational business goals. The degree to which these goals are achieved is the level of “operational excellence”. Business processes, operational leadership, strategy and vision are but tools to achieve that purpose.

Second, business functions: Deliver business results meeting the operational goals

Each function’s performance is subordinated to the business goals. Their added value is to achieve or perform at the performance goal levels required for the entire business to achieve its goal. Activities not aimed at operational business goals are wasted effort and diminish effectiveness and efficiency.

Third, operational leadership: Lead functions deliver their contribution

Operational leadership sets functions’ performance goals, subordinated to the business goals and leads the functions to deliver against these.

Operational plans – the backbone of operational leadership

Operational plans are the backbone for this task. They comprise functions’ performance goals and the actions for how to achieve these.

They are the surfboards that enable us to surf our wave. Every surfing beach and every wave are different, so we build a special one for each area and wave. In addition, we check and adjust our surfboard continuously, adapting it to the constantly changing conditions of our wave.

Our success in surfing is highly dependent on how adequate our surfboard is for a specific wave.

Operational leadership creates company success

The value chain view shows that operational leadership – not vision or strategy – creates a company’s success. This is where our thinking is brutally tested against reality, where all the great models and concepts are put to the test.

Seldom acknowledged and very difficult

Operational leadership is seldom acknowledged as a separate discipline of management, as John P. Kotter, renowned expert on leadership and change points out:10

Although traditional hierarchies and managerial processes (the components of a company’s operating system) can meet the daily demands of running an enterprise, they are rarely equipped to quickly identify important hazards, formulate creative initiatives, and implement them.

“… Need an additional element to address the challenges produced by mounting complexity and rapid change. … a second operating system, devoted to the design and implementation of strategy, that uses an agile, networklike structure and a very different set of processes. The new operating system continually assesses the business, the industry, and the organization, and reacts with greater agility, speed, and creativity than the existing one. …. It actually makes enterprises easier to run and accelerates strategic change. This is not an “either or” idea. It’s “both and.”

Not only is operational leadership often not recognized as required, it is also much more difficult than creating vision and writing strategy, and the risk of failure is high:

One disturbing reality that our research has turned up is a major fault line at the front end of innovation. Booz & Company’s most recent Global Innovation 1000 study revealed that just 43% of senior innovation executives and chief technology officers at nearly 700 companies believe their organizations are highly effective at generating new ideas, and only 36% believe they are highly effective at converting ideas to product development projects. Still fewer – one-quarter of respondents – indicate that their organizations are highly effective at both.11

Fourth, vision and strategy: Provide information for operational planning

Vision and strategy need to provide information for operational planning. There are three categories of information required by operational plans:

Figure 1.3 Strategy's added value: Provide information required for operational plans

Three well known views of strategy and their added value for setting operational goals and designing operational plans.

Information for setting the operational goal: As a basis for setting the right operational goal a longer range (2-3 years) financial plan is required. It must take into account seasonality, product rollover and other aspects, which shape the goals over time.

Information for determining the critical success factors: These are the elements upon which the operational plan must focus in order to lead functions to the required performance. For these, vision needs to tell us about new waves and what they will be like. Strategy needs to provide information on customers (segments, position, trends), products and services (road maps, value added) encompassed by the new wave.

Information for understanding competitors’ plans: These elements of our operational plan determine how we will cope with our competitors. For this we need strategy to tell us whom we must expect as competitors, how they will differ from us and which goals and plans we should expect from them.

Figure 1-3 shows how elements of strategy, as defined by three leading authorities - Henry Mintzberg12 (“5Ps”), Michael E. Porter13 (3 generic strategies) and Soin Singh14 (9 step business plan) - relate to elements of operational plans.

Operational excellence

The purpose of operational leadership is to achieve operational excellence of the company.

For methods experts, operational excellence means to make business functions deliver key performance metrics by using a toolbox of methods.

15

For operational leaders, operational excellence has a different meaning. It is a state of business performance, which is reached, when our business consistently achieves its "to date“ operational goals.

Figure 1.4 Operational excellence - Two views

Leader's view recognizes operational excellence from the point of view of the outcome. Methods expert’s view stresses methodologies.

At first glance this definition makes it seem like we are putting too much emphasis on achieving short-term goals (at the expense of longer term results). This is only the case when our strategy did not define longer-term goals as the framework for short-term - for instance annual - goals. When the strategy defines longer-term goals as the framework for short-term goals, the shorter-term annual goals are subordinated to longer-term goals.

“To date” performance is more realistic than performance by a shorter measurement interval, like a month or a week, as the cumulating results smoothens out short-term variations in results.

Hewlett Packard, showcase of operational excellence16

What does operational excellence look like? HP is a good example. Readers know this company for its market leading products in electronic test and measurement, computers and printers. The company’s outstanding historical results in revenue and profit are less known. HP consistently delivered growth in revenue and earnings, year after year, to a large degree self-financed.

Figure 1.5 HP: A showcase of operational excellence

Constant growth in revenue and earnings - based on best-in-class operational leadership.

One perspective is that these were the easy high times of booming markets in electronics. They were not. Many companies skyrocketed for a short time and then disappeared. Take the computer business for example. Where are its heroes of yesterday? RCA? GE? Honeywell? Bull? Data General? Wang? Control Data? ICL? Ferranti? Cray? Digital Equipment? Burroughs? Tandem? SUN? Nixdorf? Siemens? Compaq?

Compared to these shooting stars HP results never were spectacular. But, in the longer run, HP outperformed them. HP managers were masters of leading the company to and keeping it at operational excellence.

9Hackborn, Richard A., former HP executive

10 Kotter, John P.: Accelerate! Harvard Business Review. Nov.2012.

11 2014 Global Innovation Study, INSEAD

12http://www.ifm.eng.cam.ac.uk/research/dstools/mintzbergs-5-ps-for-strategy/

13https://en.wikipedia.org/wiki/Porter's_generic_strategies

14Soin, Sarv Singh: Total quality essentials. Updated edition. Mc Graw Hill, New York. 1992. P.51 ff

15http://en.wikipedia.org/wiki/Operational_excellence

16 Having worked for HP for 27 years of course I have recognized many of its management practices as leading to the operational excellence the company achieved. Dieter Legat

Chapter 2: Five right

Figure 2.1 Five tasks done right to lead the business to operational excellence

Five tasks to be done right: Agile leadership and a systems view are required to resolve constraints and move the business forward.

To lead your business to or at operational excellence in these times of incessant and rapid change you must do five tasks right:

Set the right goals,

Design the right operational plans,

Execute them right,

Check your plans for adjustment and improvement and

Have the right operational leadership in place.

These tasks must be led with an agile approach: in a never-ending cycle of Plan-Execute-Check, the PEC cycle.

Such are the principles of an extremely flexible, continuously adjusting approach to leadership – as required for surfing the waves of opportunity.

Five tasks done right

Operational leadership consists of five tasks. If done right and performed in a never-ending agile cycle, the business will reach operational excellence.

Task One: Set the right operational goals

The fundamental plank of operational excellence is setting the right operational goals for the business, its units, functions and people.

Task Two: Design the right operational plan

The right operational plan does not just give everyone something to do. Not everyone needs goals, not everything needs to be cascaded down from the top. It just contains the vital few things to be done to bring us to our goal. William A. (Bill) Woehr

This is the master plan. It defines, who will do what to bring the business to the goals. It is the surfboard, perfectly adjusted to the wave we want to ride. People with obligations in the plan form the operational team.

Task Three: Right execution

We have built our surfboard. Now, we surf. This is the toughest part of operational leadership. It requires our full attention, constant focus and rapid, precise execution of even the slightest movement. Not for one moment can you take your eyes off the goal and relax in delivering against obligations.

“