31 luglio 2014 § Lascia un commento
Nelle attività di squadra, assegnare riconoscimenti e costantemente una sfida; d’altre parte riconoscere i risultati è un fattore estremamente importante e necessità di trovare un strada per farlo senza compromettere gli equilibri.
Partiamo dal comprendere e analizzare le attività di ogni persona all’interno della squadra (vale lo stesso per l’intera azienda), partendo dal background, ove possibile anche dalla fase di recruitment, la vita all’esterno del lavoro, aspirazioni di carriera e via dicendo; di seguito alcuni punti su cui incentrarsi
– Aiutare le persone a crescere è già una forma di riconoscimenti, assegnare compiti sfidanti e agire come un coach
– Nelle discussioni di gruppo, riconoscere i comportamenti che la gente dovrebbe continuare a sostenere.
– Tenere sessioni incentrate su risposte positive in modo che le persone possano condividere ciò che apprezzano di ciascun membro del team, se i contributi specifici o generali sono i punti di forza.
– condividere pubblicamente di credito.
30 luglio 2014 § Lascia un commento
Non voglio dilungarmi o fare lunghe introduzioni… Vi auguro buona visione e attendiamo i vs commenti https://www.youtube.com/watch?v=hLxQ7MJuCAk
29 luglio 2014 § Lascia un commento
Volete imparare a delegare?
vi lamentate che fate tutto voi?
allora..basta alibi e cancelliamo le paure…
3 Fears Good Delegators Get Over
- “It will just be faster to do it myself.” The amount of time spent planning to delegate will be worth it. As employees’ sense of ownership grows, they’ll accept more responsibility and take it off your hands.
- “What if I’m left out of the loop?” Moving from specialist to generalist is tough, and it can be hard to give up tasks you excelled at (and which got you promoted). Use your expertise to guide staff members. You’ll still be involved, but in a more overarching way.
- “But they won’t do it the right way!” Instead of trying to control how the task is done, communicate your quality standards. And be open to different approaches; an employee might have a different method to get the same job done.
28 luglio 2014 § Lascia un commento
Devo dire che è dal 2000 che conosco i giapponesi e ogni volta che leggo qualcosa mi rendo conto che riescono ad essere sempre un passo avanti.
Questa volta ancor di più, in quanto la RIGIDEZZA giapponese è stata “abbattuta” a favore di una mentalità più aperta.
Sarà un caso che negli ultimi 2 anni la Japan airlines è cresciuta?! Probabilmente non sarà l’unico motivo, ma di certo un’ottima spinta per chi ci lavora..
Jul 23, 2014
How far should a boss go to cultivate a culture of open communication?
Image courtesy of Yoshiharu Ueki.
Yoshiharu Ueki, president and representative director of Japan Airlines Co., in a recent post on LinkedIn admitted that he doesn’t have his own office.
Despite his position as head of 30,000 employees, Ueki shares an open room with the company’s board of directors. Desks line the perimeter of the room, and there’s a large table positioned in the center.
“Even for Japan, which tends to have VP-level management sit with their staff in bullpen style desk formations, JAL’s communal executive office is rare,” Ueki said. “Every day, many staff come in and out of our office, so there are constant opportunities for employees at various levels, including myself, to exchange ideas.”
While there has been much debate about open office plans for employees, Ueki adds a twist to the discussion: what about bosses who choose to use communal rooms to make themselves more accessible to employees?
27 luglio 2014 § Lascia un commento
Prendendo spunto da HBR(ns fonte di argomenti da condividere), un breve spunto riguardo l’importanza di fornire obiettivi concreti…è finito il tempo delle “fuffa”, dei “fuffologi”…
Most companies have a mission or vision statement, but these are typically abstract statements that paint a pleasant picture of a possible future. You need an aspiration that gives everyone in your company a clearly defined way to win, so it needs to explain two things: How you will win with customers, and against the competition. Craft an aspiration that is concrete and specific. Spell out what you mean when you say “best” or “world leader.” Your aspiration shouldn’t be so broad that it could apply to any company in your industry – personalize it to inspire and motivate your employees. It should be about winning in a specific way (e.g. highest customer satisfaction in your industry), rather than in general (e.g. be the best brand). Set a high bar. Without an ambitious aspiration, you’ll never win, and someone else will.
25 luglio 2014 § Lascia un commento
Who don’t know BOEING?! the company that produce the airplane like Ryanair..then in the last almost 20 years they are moving on lean organization approach..
it’s true they have make some mistake in the past, but they are able to move on faster that anyone to solve the problem and have happy customer..
We can say that the lean organization work?!
Boeing Boosts 2014 Profit Forecast after Solid Quarter
“With 783 new commercial airplane orders to date this year and significant contracts in the quarter for military aircraft and satellites, our backlog remains large and diverse,” said CEO Jim McNerney.
WASHINGTON — After a strong second quarter that saw profit soar 52% on higher jetliner deliveries, Boeing (IW 500/13) on Wednesday raised its full-year profit outlook.
Boeing posted net profit of $1.65 billion for the April-June quarter, up from $1.09 billion in the year-ago quarter.
Core earnings per share rose 45%o $2.42, soundly beating analyst estimates of $2.01.
Boeing said it delivered 181 jetliners in the second quarter, an increase of 7.1% from 169 aircraft a year earlier amid solid demand from airlines.
The company raised its 2014 full-year forecast to core earnings per share between $7.90 and $8.10, from $7.15 to $7.35, citing in part its “positive market outlook.”
“Strong operating performance across our production programs and services businesses drove revenue and earnings-per-share growth and healthy operating cash flow,” said Boeing’s CEO Jim McNerney.
“With 783 new commercial airplane orders to date this year and significant contracts in the quarter for military aircraft and satellites, our backlog remains large and diverse.”
During the second quarter, the commercial aircraft division booked 264 net orders, bringing the orders backlog to 5,200 airplanes, valued at a record $377 billion, the company said.
Boeing said it expected to deliver between 715 and 725 jetliners this year.
Revenues at the world’s largest aerospace company rose 1% to $22.05 billion.
The commercial aircraft division scored a 5% rise in revenues, to $14.30 billion.
Revenues at the smaller defense, space and security division fell 5.4% to $7.75 billion, reflecting lower U.S. defense spending in the wake of budget cuts.
The second-quarter results included a $272 million after-tax charge to reflect additional work on the KC-46A Tanker program for the U.S. Air Force, and a total of $524 million in tax benefits.
Boeing said it repurchased 11.4 million shares for $1.5 billion during the second quarter and raised its dividend payments by about 50%. It expects to spend the remaining $6.8 billion in the current share buyback program over the next two years.
24 luglio 2014 § Lascia un commento
In tutte le aziende avere indicatori che vi permettano di comprendere se la vs attività funziona o meno è fondamentale..ma quanti hanno i cosidetti KPI di riferimento..
Questa attività vale per qualsiasi aziende, attività, negozio e perchè non anche nella vs vita..
Vi lascio ad un articolo di Andrew Miller, raccolto dalla HBR
In my last article, I identified nine levers you can pull for mastering profit margins and I promised you some metrics you can use to indicate success with those levers.
These metrics will paint you a picture of how you are performing in your quest to master margins and increase profitability. The key to any metric is that it must show progress towards the goal you are trying to achieve and the outcomes you are trying to accomplish.
Here are nine metrics for success, with each one corresponding to a margin lever you can pull.
- The “Early Bird Special” – This metric will help you understand how often customers accept early offers or discounts by measuring the percentage of customers who take early offers and discounts. If this happens often, then you can try different pricing scenarios to maximize profits. If it doesn’t happen often, then you need to try something new. The goal is to bring in profitable business sooner.
- Return on risk – This metric will help you maximize the value you get from the assets that you are purchasing or have already purchased. Too many organizations only focus on lowest price instead of focusing on the best value and building the best relationships with key suppliers. This variation on ROI shows that if your organization is willing to take a risk, you need to understand what the expected returns will be from that risk.
- % of margin loss per defect – This metric shows the direct correlation between profit margins and defects or failure work that is done in the organization. It puts a percentage figure on how much profit margin was lost as a result of poor quality (defect, obsolescence, recall, etc.).
- # of supply chain touch points – This metric actually reports on the number of times a product gets “touched” in the supply chain. The fewer times it get touched, the lower the risk, and the higher the margin. Knowing how many times a product is touched allows you to look at each touch point and determine if it adds any value.
- # of referrals per customer – This metric measures how many actual referrals to new customers you are receiving from existing customers. The higher the number, the lower the cost of new business acquisition and the higher your customer retention will be. This takes the NPS score one step further and actually tracks referrals.
- Strategic employee retention – Most employee turnover metrics measure the percentage of turnover for the entire organization. This metric measures retention for employees who have been flagged as key to the organization’s success. These would be key leaders, future leaders and others who hold or will hold important positions in the company. This metric will tell you if you are able to retain your top people at a higher rate than the rest of the organization. You should be at 99% or better in strategic retention.
- Average time of new customer acquisition – As more customers come to you as a result of your brand recognition, it will become faster and cheaper to acquire them. This metric shows the average time from first contact with a prospective customer to the time they actually buy something from you. This number should get shorter over time.
- % of daily tactics aligned with strategy – This metric shows how aligned the front lines of your organization are with the organization’s overall strategy and direction. The percentage should be high because what your people do on a daily basis should align with the progress your organization is trying to make. A good benchmark is 90%.
- % of revenue from new products and services – This metric shows you how much of your profitability is coming from new products and services. I would define new as anything that has been developed in the past three years. This should increase over time and be at least 25% in any given year for most organizations.
These metrics tie directly back to how you can master profit margins in your organization and signify a big shift in your mindset. As I cover in my book, Redefining Operational Excellence, excellence is a mindset, not a methodology. If you want to be successful you need to rethink what success looks like and how to get there.
Look for my next article which will provide you with a self-assessment tool to determine which profit levers would provide your organization with the most benefit and opportunity.
21 luglio 2014 § Lascia un commento
We would like to give a part of the book that we have read..something simple, easy but very helpful to understand
At the simplest level, the comparison is this: Organizations can’t change their culture unless individual employees change their behavior—and changing behavior is hard. Many change programs focus on providing strategies, technologies, and training. But often that’s not enough. When it comes to modifying deeply ingrained behavior, 12-step programs have a superior track record. They use incentives, celebration, peer pressure, coaching to adopt new habits, negative reinforcement, and role models—things organizations can draw on.
John Kotter, the preeminent change management expert, has written: “People don’t change a minute before they’re ready.”
Nothing happens without a readiness to change. John Kotter, the preeminent change management expert, has written: “People don’t change a minute before they’re ready.” In the AA canon, “hitting rock bottom” is often the catalyst, but for companies, change readiness doesn’t require failure. Sometimes a leader’s admission of vulnerability helps others recognize and address their failings (think of the sharing done in AA meetings). You can’t force people to change—you can only help them want to. AA’s process recognizes this truth; few managers do.
So we helped managers start the day with a different routine: talking with crew members to learn whether anything unusual had happened on the previous shift and only then going through the numbers. This increased managers’ understanding of business conditions and boosted employee engagement—and sales rose.
Peer support and pressure drive change. One of the best ways to change human behavior is to gather people with similar problems together. This was first recognized in 1905 by the Boston physician Joseph Pratt, who organized groups for tuberculosis patients that emphasized the need for rest, fresh air, and proper nutrition. Over the past century research has shown that support groups benefit people with a wide range of medical and psychological conditions. In our work we find that bringing employees together in peer groups to discuss change initiatives can create accountability, mutual generosity, a judgment-free attitude, and increased pressure on reluctant employees to change.
Sponsorship deepens commitment and sparks results. AA pairs experienced members, or sponsors, with newcomers for one-on-one support; research has shown that these role model relationships increase both parties’ ability to stay sober. The corporate version, called peer coaching or mentorship, has been widely embraced: For example, 70% of Fortune 500 companies use it with their salespeople. We find that identifying and celebrating early adopters of the behaviors a company wants to instill can create positive contagion. Pairing these role models with slower-to-adopt colleagues can be far more effective than coaching by outside experts.
CHANGE IS HARD—particularly when the situation involves chemicals the body craves. Neuroscience has shown that people’s emotional responses to work create their own chemical reactions, releasing powerful neurotransmitters such as adrenalin, dopamine, and serotonin. Successful change can be addictive in a positive way. No matter how habituated employees are to established business practices, they can adapt to new ways of working.