Speaking Topics

The High-Output Organization Series

High – Output Growth - Sustainable or headed to the wall?

For many years we have, on a daily basis, been observing what is happening -- what is working and what isn’t -- while it actually happens in companies around the country and the world. These observations exist in real time -- they are tested across industries and deliver the insights that can save you from disaster!

Ready to Grow – Profitable growth is everyone’s business

It often comes as a revelation that revenue growth is not just the domain of the specialists -- the sales force or those in charge of development for example. Growth through increased revenue is everyone’s business, from CEO to marketing and sales to people on the front end to those in operations and service jobs. People who don’t occupy the executive suite have a vested interest in doing so. Without growth, personal opportunity is a zero-sum game, that is, “For me to win someone else must lose.” With growth, the organization expands and people can build a career and a future with a company they have faith in.

High-Output Management – Raising the bar

This presentation is designed as a brief to help individual managers become more effective. This is accomplished by verifying the principles on which high outputs are based:

1. Giving straightforward guides to action,
2. Providing clear concrete action steps,
3. And giving illustrative case studies

The precise principles on which output-oriented management are based include clarity about the outputs of the position, precise measurement areas for all outputs, and a clear match of outputs to authority for the position.

How Smart Executives Hit the Wall

Astonishingly… businesses that seemed to have nothing in common turned out to have failed for exactly the same reasons. Even the excuses that managers use to explain the failure turn out to be the same in case after case. In the end, despite all that could go wrong for a company, the real fiascos can be blamed on surprisingly few causes - (not the ones you might think like ineptitude or greed).

High-Output Leadership – Mastering the fundamentals

Our research has shown us that leadership is an observable, learnable set of practices.
The fundamental pattern of leadership behavior that emerges when people are accomplishing extraordinary things in organizations is best described by the five practices outlined in this presentation, each of which consists of a mix of basic strategies.

Creating the High-Output Organization: Strategy – a statement of values intent

What is the “real” purpose of strategy? Illustrating the cause and effect relationships that link desired effective outcomes in the customer and financial perspectives to outstanding performance in critical internal processes. Why companies don’t fully understanding strategic planning.

Creating the High-Output Organization: Planning – the “How” of Strategy

Effective strategic design and planning provides the framework for integrating the organization’s objectives and delivery of the organization’s value proposition to targeted customers. Why companies don’t succeed in implementing their strategies. Not only do you need a strategy, you also need a plan.

Creating the High-Output Organization: Execution – the Reality of Strategy and Planning

Execution is the most important step in the logical continuum that moves an organization from a high-level mission statement to the work performed by front-line and back-office employees. Since an organization’s intangible assets represent more than 75% of its value, its strategy formulation, planning and execution need to explicitly address the mobilization and alignment of these intangible assets.

Creating the High-Output Organization: The Art of the Turnaround

We see the need all around us. Companies that are going in the wrong direction need focus around their strategy, planning, and execution. There are excellent real world examples of how this can be done. These companies could have failed but were turned around by skillful people who all inherently understood the same fundamentals. For this discussion we will sample from actual case histories and illustrate some key points from the book “The Art of the Turnaround”.