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									Achieving Business Excellence

by Samurai

This presentation is my visual understanding of John Spence’s Manifesto ‖Achieving Business Excellence‖ published by ChangeThis http://changethis.com/46.01.AchievingExcellence
You can later use the original Manifesto as a handout.

for Achieving Business Excellence

key elements form the foundation

High quality product

Solid financials

Change is inevitable

1. you must produce a high-quality product or service
All sustainable business success is built on delivering real value to the customer—period

2. you need to have a solid handle on your financials
If you aren’t managing cash flow, you won’t be managing much for long!

3. change is inevitable
Markets shift, consumer preferences change, new competitors appear, technology advances—and so must you
$100 photo by bigevil600 http://www.sxc.hu/photo/984947

I am using these boxes to substitute narration with John Spence’s words.

And boxes like this for my own words.

This presentation is my visual understanding of John Spence’s Manifesto ‖Achieving Business Excellence‖ published by ChangeThis http://changethis.com/46.01.AchievingExcellence
You can later use the original Manifesto as a handout.

common elements for great companies

1. vivid vision

1. vivid vision:
A clear and well-thought-out vision of what you are trying to create that is exceptionally well communicated to everyone involved.

Imagine photo by jeffpearce http://www.flickr.com/photos/jeffpearce/473580035/

1. vivid vision

John Lennon’s Imagine is a vision ―Imagine all the people living life in peace‖.
It is clear and well-thought-out vision of what he was trying to create and is exceptionally well communicated to everyone involved – to millions of people around the globe.

2. best people

2. best people:
Superior talents who are also masters of collaboration.

The winning sports teams, like Brasil’s soccer team, are full of stars. But the stars are not enough unless they play as a team!

2. best people

3. a performance-oriented culture

3. a performance-oriented culture:
One that demands flawless operational execution, encourages constant improvement and innovation, and completely refuses to tolerate mediocrity or lack of accountability.

3. a performance-oriented culture

Toyota and Lexus are perfect examples of a culture which demands flawless operational execution, encourages constant improvement and innovation, and completely refuses to tolerate mediocrity.

4. robust communication

4. robust communication:
Open, honest, frank and courageous, both internally and externally.

Happy family photo by simmbarb http://www.sxc.hu/photo/983338

4. robust communication

A healthy family needs open, honest, frank and courageous, communication ―in sickness or health, for better or worse‖. Same applies to successful businesses, for both their internal and external communication, for better and worse messages.

5. a sense of urgency

5. a sense of urgency:
The strong desire to get the important things done while never wasting time on the trivial.

5. a sense of urgency

When you need a first aid kit, you have a strong desire to get the important things done while never wasting time on the trivial.
The kit contains just what you need, and nothing unnecessary.

6. extreme customer focus

6. extreme customer focus:
Owning the voice of the customer and delivering what customers consider truly valuable.

6. extreme customer focus

A local man selling ice cream and drinks to tourists on a beach is an expert on customer focus. He knows what you need, he creates an instant need among children, and he is able charge premium price.

Achieving Business Excellence

by Samurai http://managerstoolbox.blogspot.com/

I hope my visuals help you to better internalize and remember John Spence’s Manifesto ‖Achieving Business Excellence‖
http://changethis.com/46.01.AchievingExcellence


								
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