创建公司执行文化(英文)PPT

1、CreatingaCultureofExecutionJFKSpeechtoCongress“Ibelievethatthisnationshouldcommititselftoachievingthegoal,beforethisdecadeisout,oflandingamanonthemoonandreturninghimsafelytotheearth.”JFKATRICEUNIVERSITY“Wechoosetogotothemoon.Wechoosetogotothemooninthisdecadeanddotheotherthings,notbecausetheyareeasy,butbecausetheyarehard,becausethatgoalwillservetoorganizeandmeasurethebestofourenergiesandskills,becausethatchallengeisonethatwearewillingtoaccept,oneweareunwillingtopostpone,andonewhichweintendtowin…。

2、Irealizethatthisis,insomemeasure,anactoffaithandvision,forwedonotknowwhatbenefitsawaitus.ButifIweretosay,myfellowcitizens,thatweshallsendtothemoon,240,000milesawayfromthecontrolstationinHouston,agiantrocketmorethan300feettall,thelengthofthisfootballfield,madeofnewmetalalloys,someofwhichhavenotyetbeeninvented,capableofstandingheatandstressesseveraltimesmorethanhaveeverbeenexperienced,fittedtogetherwithaprecisionbetterthanthatofthefinestwatch,carryingalltheequipmentneededforpropulsion,guidance,con。

3、trol,communications,foodandsurvival,onanuntriedmission,toanunknowncelestialbody,andthenreturneditsafelytoearth,re-enteringatmosphereatspeedsofover25,000milesperhour,causingheatabouthalfthatofthetemperatureofthesunanddoallthis,anddoitright,anddoitfirstbeforethisdecadeisout,thenwemustbebold.”-PresidentJohnF.Kennedy“Upisnotaneasydirection.”TheChallenge:AbilitytoExecute“Leadershipwithoutthedisciplineofexecutionisincompleteandineffective.Withouttheabilitytoexecute,allotherattributesofleadershipbecome。

4、hollow”—LarryBossidyChairman,HoneywellInternationalTHEPOWEROFFOCUS01–22–3GoalsAchievedWithExcellence11–204–102–3NumberofGoalsAleaderwhosays“I’vegottenpriorities”doesn’tknowwhatheistalkingabout.Hedoesn’tknowhimselfwhatthemostimportantthingsare.You’vegottohavethesefew,clearlyrealisticgoalsandpriorities…LarryBossidy&RamCharan,Execution:TheDisciplineofGettingThingsDone,NewYork:CrownBusiness,2002OurPartnerWILDLYIMPORTANTimportantadj.1:meaningagreatdeal;havingsignificance,valuewildlyimportantadj.1:ofv。

5、isionaryandstrategicimport;carryingseriouseconomicconsequence;potentialforunbelievablesatisfactionofkeystakeholders;causingintenseexcitementandenthusiasmWildlyImportantGoals=TheBIGWIGSWhyWIGS?HarrisInteractiveSMMcKinsey&CompanyRamCharanSynergyFocus8StandardsofExecutionClarityCommitmentTranslationDisciplineEnablingCollaborationTrustAccountabilitySynergyFocus1.Dopeopleknowwhattodo?8StandardsofExecutionLackofClarityClarityCommitmentTranslationDisciplineEnablingCollaborationTrustAccountabilitySynerg。

6、yFocus8StandardsofExecution1.Dopeopleknowwhattodo?2.Dotheywanttodoit?3.Dotheyknowhowtodoit?4.Dotheysustainthecourse?5.Dotheyworktogether?Clarity52Commitment52Translation43Discipline65Enabling32Collaboration49Trust59Accountability57Synergy49Focus53XQ51(NationalAverages)2xQResults:IndividualsinTypicalOrganizations•Iclearlyunderstandmyorganization’smostimportantgoals•Cannametheirorganization’smostimportantgoals•Percentoftimespentonorganization’smostimportantgoals•Thegoalsofmyworkgrouparetranslatedi。

7、ntomyindividualworkgoals•Myindividualworkgoalsaretranslatedintodailytasksand/orperformancestandards44%15%49%25%32%xQ:TeamsinTypicalOrganizations•Myorganization’smostimportantgoalsaretranslatedtothegoalsofmyworkgroup•Individualtasksarereviewedatleastmonthlywithmymanager•Weworkinanatmosphereoftrustwherepeoplecanexpressdifferencesofopinionfreely•Weholdeachotheraccountablefordoingwhatwecommittodo27%12%56%46%xQ:TypicalOrganizations•Myorganizationhasdecidedwhatitsmostimportantgoalsare•Myorganizationha。

8、sclearlycommunicateditsmostimportantgoals•Peoplegetrecognizedandrewardedfordoingthingsthatsupportkeygoals•Myorganizationconsistentlyachievesitsmostimportantgoals52%43%33%21%FourDisciplinesofExecution•Focusonthe“wildlyimportant”notthemerelyimportant.•Buildmeasuresthatmotivate.•Translate30,000footgoalsintonewfrontlinebehaviors.•Winasateam.Mymanager...RankingIsahardworker1Prioritizesworksoourtimeisspentonthemostimportantissues74Setsclearexpectationswhenassigningtasks75Plansaheadtoreducehavingtowork。

9、inacrisismode76Providesfeedbackonourgroup’sperformance77MANAGERSWORKHARDBUTFAILTOPROVIDEFOCUSANDDIRECTIONMorethan2.5millionworkerswereaskedtoranktheirmanagersonascaleof77pre-determinedcharacteristicsinthisFranklinCoveyProfilestudy.(Source:FranklinCoveyProfileCenterAggregateReport,2002)Whereitbegan…WorkCompass—ExecutionToolFourDisciplinesofExecution#1:FocusontheWildlyImportant“Afterfiveyearsofresearch,I’mabsolutelyconvincedthatifwejustfocusourattentionontherightthings—andstopdoingthesenselessthin。

10、gsthatconsumesomuchtimeandenergy—wecancreateapowerfulFlywheelEffect.”JimCollinsGoodtoGreatExecutionDiscipline#1:FocusontheWildlyImportant•Identify2or3“MUSTDO”goals•Statethemsothattheyareself-orientingandgalvanizing•Gainline-of-sightunderstandingandcommitmentallthewaytofront-line•Alignresources,recognition,andincentivestoreinforcecommitmentFourDisciplinesofExecution#2:BuildMeasuresthatMotivate#2:BuildMeasuresthatMotivateOnceyoureachacertainlevel,everyoneisgood,andeveryonetrainshard.Thedifferenceis。