Very often a company or organization  has a general  concept  of what its goals are and how it plans to achieve them… i.e.  Vision and Mission.  However, before proceeding further,  the  company or organization  has to  establish  its identity… to know what is  its  “heart”.

“The Heart of a Company™”   is the core and foundation of the company’s Identity, which  is very essential  to  guide  and  drive  its  course  and direction  without  losing its focus and momentum.

Jim will provide a framework and an adaptable approach which enable leaders to address the “need for change” in a comprehensible manner.

Presentation outline:

• Recognizing the Heart of a Company™
• Developing your Company’s “Overall Heartbeat”
• Centric Operating Modeling: Customer, Technology, Cost/Margin
• Moving from PUSH to PULL Transformation Project Execution Pipeline
• Intuitive Hoshin Kanri Enablement
• Exemplar Transformation Roadmaps & Maturity Models
  

What drives a company ’s success?  The business model, the product portfolio, service performance?  As we watch companies rise and fall, the underlying success factor is the leader.  The leader sets the tone for the growth of the company, its’ employees and its’ standing in the marketplace.  Apple is the most known business case where the investors tried to put someone in at the helm, and it quickly failed.  General Electric is the most recent case.  LEADERS do matter!  They set the heartbeat of the company.

In Recognizing the Heart of a Company™ we explore the need to understand the underlying business model of the company.  What do we stand for from four different perspectives: customers, shareholder, C-Suite and employee.  Alignment of what the company stands for in its’ core values and belief system will ensure that the company is ready to take on an aligned vision to drive positive top-line and margin growth.  Therefore, start with your company’s heart in mind so that your belief system matches your vision which you will bridge to prioritized execution.

Every organization has a heartbeat, a rhythm in which it operates.  Central to this is what your company is known for (or “what you stand for”).  Often this is set by the industry in which your company operates.  For example, Pharma (Prescription Drugs) is generally set by R&D / New Product Innovation; Automotive oscillates between Integrated Supply Chains and Manufacturing depending on your build mode; Consumer high-end Electronics is often driven by Supply Chain and Sourcing.  There is no right or wrong answer for what is core to your industry.  As Peter Druker often emphasized: “make strength productive and weakness irrelevant”.  Recognizing this and capitalizing on the opportunities for positive margin growth is the responsibility of the C-Suite.

Hoshin Planning is a well-known strategy process that supports the achievement of the company goals.  Looking from outside the company before looking from inside-out will ensure that the transformation roadmap that your leadership team builds is balanced.  Most importantly, understanding what you are not going to do and focus on what on what is needed to grow your company is one the core fundamentals of Hoshin Planning.

Whether your company is small, medium or large today, having your Leadership Team follow these established best practices will fortify your company’s foundation to unlock your long-term profitable growth.