ENTERPRISES IN BLOOM:
USING THE LEADERSHIP SEXTANT MODEL FOR ENTERPRISE TRANSFORMATION
A healthy vibrant enterprise is a living organism. It blooms and grows when leadership uses its “sextant for enterprise transformation”. What is a sextant? The sextant was developed around 1767 as a measuring instrument used by mariners to measure the angle of elevation of a celestial object above the horizon. Making this measurement is known as sighting the object or taking a sight. A sextant's view merges views of the sky and the horizon. The angle and the time when it was measured are used to calculate a position line on a nautical or an aeronautical chart.
For the modern day leader, navigating in the changing global competitive marketplace, the sextant looks a lot different metrics,productivity portfolios, process intensification, competency profiling, superb communication skills, and transformational leadership allow for sighting and measurement and re-vectoring course. This means calibrating and deploying strategy and supporting tactics to meet the needs and expectations of customers, suppliers, partners, and the enterprise itself. But, it assumes a philosophical predisposition to success, quality, and a values-driven win-win outlook.
A Philosophical Underpinning
Internal and external customers are an enterprise's colleagues and part of an integrated value and supply chain. As such, the enterprise and its players must demonstrate personal respect for their professionalism, dignity, uniqueness, and intelligence. These customers deserve an extraordinary level of service, support, and concern. An enterprise's dealings with its customers must be ethical, honest, straightforward, and exhibit an uncommon desire to do what is right. Customers should feel that the enterprise is with them for the long run as collaborators in finding practical andproactive solutions to organizational change and training needs and expectations.
An enterprise must share with its customers an enthusiasm for increasing, individual, managerial, leadership, team, and organizational productivity. Customers should find the enterprise unexpectedly professional, prepared, and committed. They should always feel they have gained significantly from each involvement with the enterprise.
In short,enterprises and their customers and all the people in between are expected to bloom, grow, nurture and be nurtured.
Quality is an enterprise's cornerstone value. Quality means doing the right thing things to meet needs, requirements, and expectations; indeed, to exceed expectations and to do those right things in the right way at the right time while continuously evaluating and improving both what it does and how it does it as an enterprise.
An enterprise strives for quality in five areas:
Quality products and services which convey its respect for its customers, suppliers, partners, and itself
Quality results which will increase productivity, profitability, and long-term fiscal responsibility for its customers, suppliers, partners, and itself
Quality service and leadership which treats its customers, suppliers, partners, and itself with intelligence, responsiveness, efficiency, and courtesy
Quality of life and development which nurtures and grows each of us customers, suppliers, partners, and the enterprise to use our time in balanced ways to achieve competency, esteem, worth, and meaning in our lives
Quality society through the use of the abilities of its customers, suppliers, partners, and itself to address major social problems and to assist organizations that serve society
Philosophy looks easy. But, is this an easy posture to maintain? Sometimes! But, inevitably, the hidden and not-so-hidden rocks in the water interfere. As for the sailors and pioneers of old, navigating the shoals of today's competitive global marketplace requires an up-to-date sextant.
What does 's Leadership Sextant Model For Enterprise Transformation contain?
Here are some “what's” that need a “how-to” plan. “How-to's” are the subject of another discussion. For this document, we focus on the tool the sextant model so you start thinking how your enterprise strategy, vision, values, strategic imperatives drive the business and how your transformational leadership helps re-vector and re-calibrate your enterprise and builds your enterprise brand equity.
Let's look at the six points of the sextant model.
|CASE FOR ACTION
Strategy & Structure
Definition & Scope Of
Strategic Change Initiative
Vision, Values, & Caring
Integrity, Respect, & Trust
Passion & Commitment
Aim & Purpose Of Change
Culture, Meaning, & Commitment
Rollout Sequence & Timing
Integrated Deployment Architecture
Ratified Strategic & Tactical Plan
Consulting Process Game Plan
Project Planning & Management
Resource Allocation & Budgeting
Promise Made; Promise Kept
Charisma, Inspiration, & Motivation
Energy, Enthusiasm, & Optimism
Articulate A Compelling Vision of The Future
Strategic Enterprise Assessment
Alignment & Commitment
Eye On World & Enterprise Sensors
Leading & Lagging Metrics
Current Conditions Report
Desired State Assessment
Honesty, Ethics, & Loyalty
Tell The Truth; With Compassion
Sustain Momentum & Celebrate
Cheerlead, Champion, Grow Champions
|PRODUCTS AND SERVICES
Understand Internal & External Customers’ Expectations
Buyers, Sellers, Users, Suppliers, Partners
Meet Needs And Expectations
Innovation & Value Creation
Enterprise Brand Equity
Value Path Tracking & Migration
Value Stream Alignment
Segmentation & Mix
Point Of Arrival Metrics
Health Of Enterprise
Business Viability Assessment
Business Risk Assessment & Management
Raising The Performance Bar
Internal & External Listening Posts Do You Hear The Voices?
Voice Of Process
Voice Of Customer
Voice Of Employees
Voice Of Stakeholders
Voice Of Funding Partners
|FOCUS ON PEOPLE
Create A Learning & Development Organization
Live Continuous Learning
Hire, Orient, & Retain Talent
Foster Creativity, Curiosity, & Innovation
Training & Development
Career Development & Leadership Management Training
Nurture & Grow Teams & Individuals
Train The Business Mentor
Capability and Readiness
Resistance To Change
Develop Critical Mass
Reward, Recognition, & Incentives
Systems Support & Alignment
Robust, Nimble, Scalable Systems & Processes
Value & Supply Chain Management
Cost Of Poor Quality
Cost Of Good Quality
Process Mapping; Blueprinting
Align With Metrics & Strategy
A Sextant Second: Summary
Bottom-line, using your leadership sextant for enterprise transformation, you and your enterprise want to be clear on at least:
Your enterprise strategic vision or aim who your enterprise is
Your enterprise values what you stand for, believe in, care about
Why your enterprise exists. What it makes? For whom?
How your enterprise adds value
Your enterprise’s core processes
Where your enterprise needs to be in five years
Your enterprise’s strategic imperatives the vital few
How your enterprise is doing; how do you know?
What tracking, measurement, and consequences does your enterprise engage in?
What are your crucial enterprise performance gaps?
What is your enterprise learning from: customers, market, shareholders, employees, partners, suppliers...
Your deployment rollout (sequence, timing, roles, coaches, etc.)
Your enterprise’s communication strategy and plan
Your link to your enterprise’s quality action plans
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