1 / 12

OUTSMARTING THE COMPETITION or…

OUTSMARTING THE COMPETITION or… There’s Not Much New In Management, But There Is A Lot New In Business. Jim Champy. Where Smart Companies Find Opportunity. Compete by seeing what others don’t. Compete by thinking outside the bubble. Compete by using all you know.

elle
Download Presentation

OUTSMARTING THE COMPETITION or…

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. OUTSMARTING THE COMPETITION or… There’s Not Much New In Management, But There Is A Lot New In Business Jim Champy

  2. Where Smart Companies Find Opportunity • Compete by seeing what others don’t. • Compete by thinking outside the bubble. • Compete by using all you know. • Compete by changing your frame of reference. • Compete by doing everything yourself. • Compete by tapping the success of others. • Compete by creating order out of chaos. • Compete by simplifying complexity.

  3. What it does: Provides access to a global community of over 120,000 performers. What it saw:A global love for music, but an inability to globally access performers; a “cottage” industry that could be transformed. How it operates: • Performers register with their portfolios • Customers subscribe to the service • Services are booked over the Internet

  4. What it does:Provides non-critical, clinical care from a storefront facility. What it saw: Most healthcare providers have focused on diagnosis and treatment. Minute Clinic’s founders saw the opportunity to change how healthcare is delivered. How it operates: • A retailer mentality • Staffed by nurse practitioners • Enabled by information technology • Open 7 days a week • Patients are seen in ten to fifteen minutes • Complements the healthcare system

  5. What it does: Manufactures pistols and revolvers. What it saw: The value of its brand and the need to return to operating basics. How it operates: • Utilizes continuous improvement techniques • Adopts state-of-the art manufacturing processes • Maintains a strong focus on product quality • Builds brand loyalty • Leverages its brand awareness to expand product segments

  6. What it does: Publishes, packages, and distributes photographs in various forms. Growing at 50% a year. What it saw:Shutterfly’s competitors see themselves as photo finishers. Shutterfly thinks of itself as a social expression and personal publishing service. How it operates: • Provides dozens of ways for customers to use and share their photos • Easy-to-use Internet site • Superior customer service • Vertically integrated capability

  7. What it does: Designs and manufactures handling equipment for high- risk environments (e.g., nuclear waste). What it saw:An underserved market that attracted little interest. How it operates: • A fully integrated manufacturing capability • A willingness to solve tough delivery problems • A commitment to the safety of its customers (e.g., cleaning oil tanks) • Zero employee attrition!!

  8. What it does: Designs and manufactures decorations to fill the holes in Crocs. What it saw: A fashion phenomena in which people could actively participate, customize, and enjoy. How it operates: • Constant flow of new releases • 1,100 products now available • Expanded to other “charms”

  9. What is does: Provides access to 8 million parts and accessories for more than 560 brands covering consumer electronics, major appliances, wireless devices, and outdoor power equipment. What it saw: The complexity of the electronics industry and the futility of finding a replacement part. How it operates: • Rationalized the cataloging process in a chaotic market • Provides services through major retail channels – and directly to consumers • An internet-based service, complemented by a competent, high-touch service center

  10. What it does: Provides customized, pre-packaged supplements and medications for horses. What it saw:Most barn operations fail to manage the complexity of providing a horse with multiple supplements and medications on a daily basis. The potency of supplements and medications were also being reduced. How it operates: • Delivers a 30-day supply of supplements and medications customized for each horse • Substances are contained in a single plastic container for each day, clearly marked with the horse’s name • Works with suppliers to achieve efficiencies and bulk discounts • Provides a high-level of customer service

  11. How Smart Companies Behave • Ambition matters • Intuition reigns • Focus prevails • Customers rule • Calm enables • Innovation lives • Culture drives • Everyone plays

  12. The Flavor orLeadership in Smart Companies • Leaders are inspired and engage others in their inspiration. The engagement goes deep into the organization. (Under Armour and Smith & Wesson) • Leaders are open, transparent, and vulnerable – prepared to be proven wrong and ready to change course. (Sonicbids) • Leaders sense no risk – there is a “just-do-it” sensibility.

More Related