Do You Have A Leadership 2.0 Culture?

Over the past few years, a number of CEOs have challenged their leadership teams with a vision and goals that while some saw impossible or out of reach, they were achieved in record time.

These leadership teams had to develop new skills & techniques to effectively manage and collaborate in the realities of the new economy to achieve these results in record time..

For example, they had to see the everyday recurring problems as possible opportunities for achieving breakthroughs in clarity, creativity, innovation, and common purpose.

With the right Leadership 2.0 techniques, tools, and communication, an effective management team can quickly adopt to this new reality as well and  rally around a clear enterprise vision that is the foundation for inspiring a sustainable shift in your strategic, operational, and financial reality as every new situation warrants..

The bottom line is that once the leadership is aligned effectively, the impossible becomes probable.

BTP’s Leadership 2.0 approach which is based on our firm’s thirty years of experience in working with CEOs and management teams to improve their effectiveness in a wide variety of economic climates.

This approach gives our client’s leadership team the tools to work more effectively in today’s economy. We do this by working with them in a three step development exercise::

·         Step 1: The CEO Reflection Session:  This is a “One on One Reflection Discussion” with the senior leader of the enterprise. The objective is to gain the leader’s perspective on the business and to understand the issues from the senior executive’s standpoint. This discussion becomes a critical foundation for the next step which is the Senior Executive Leadership 2.0 Session.

·         Step 2: Senior Executives Leadership 2.0 Session: This is a “Reflection & Re-thinking Session” for the Senior Management Team. The leadership team experiences a renewed “leadership journey” together.  There is a significant benefit for the group to take this “time out” together  to reassess how they can be more effective in growing the business.. This “leadership journey” is focused on the company’s specific issues with the goal of improving the company’s operations including defining priorities; setting goals; and defining each executive role in achieving them.

·         Step 3: Leadership 2.0 Implementation Session:  This session is designed to follow up on the Senior Executive Session. Additional company staff who will be involved in the changes will be introduced to the process and plans. All  those with some leadership role in executing the tactical steps in the Leadership 2.0 Implementation Plan resulting from Step 2 should be in this session. 

Upon completion of this effort, the company should well on their way to initiating a cultural change and receive at least two major benefits. It should have a leadership team that is more effectively working together and an action plan for performance improvement.

This should be a good  first step in implementing a Leadership 2.0 Culture in the enterprise. 

And it can all can begin with one conversation.

If you have interest in learning more about this  Leadership 2.0 Culture process, we would be happy to answer any questions or discuss how we might be able to help.

Please feel free to contact us if you would like any additional information.

Thanks

.

Joseph Bonocore

jbonocore@bonocore.com

Need for More Strategic Profit Improvement Programs

As we all know, many companies are responding to today’s economic climate by executing a variety of profit improvement programs designed to reduce costs and increase productivity.   

However, we believe that many of these programs would be so much more effective if they were designed to be more strategic in nature. Examples of this are:

1.      Scope of the projects for cost reduction should be broader: generally, the targets of many of these projects are people reduction; and the usual overhead expense items. While these can provide saving for the company, our experience finds that greater additional savings may be found in improving processes; implementing new technologies, and better sourcing approaches. Even greater savings result when you integrate the four (people, process, technology, and sourcing).

2.       Implementing an ongoing profit improvement program rather than a special project: Companies who have been effective in controlling their costs over a long period of time know that these profit improvement programs are not “special projects”. They are “ongoing programs”. These programs require continuous efforts to keep the savings and to continue to identify additional savings over time.  

Companies that have addressed the integration of people, processes, technology, and sourcing and then correlated them into their business have seen these significant profit improvements in their operations. 

Examples include:

·         Rationalization of processes and eliminate redundancies by merging processes;

·         Technology rationalization and level of automation existing versus actually needed;

·         Analyzed company procurement and sourcing. Evaluated shortening company supply chain.

 Please contact us if you would like to discuss this or any of our other topics further.

Joseph Bonocore

jbonocore@bonocore.com