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  • Best Practice: Strategic Six Sigma Pt.2

    What strategies, tactics and execution platforms offer the best opportunities for “value creation.”

    This is my second installment to the series “Strategic Six Sigma.” Again, at Upstart, ( Upstart: Business and Management for 20-40

    Year Old Professionals ), we are looking for the most innovative business models and strategies for companies or entrepreneurs, in terms of

    Upstart: Business and Management for 20-40 Year Old Professionals

    what strategies, tactics and execution platforms offer the best opportunities for “value creation,” and ultimately long-term success.

    1. Edge-a top leader’s ability to make tough decisions affecting the long-term success of a business. Such leaders challenge conventional thinking and sometimes recommend unpopular or unusual ideas as part of focusing the organization on needed change.

    2. To drive change:

    • Establish a sense of urgency around change initiatives.
    • Create a guiding coalition to support change initiatives.
    • Develop a clear vision and strategy for driving change.
    • Communicate the change vision.
    • Empower employees for broad-based action.
    • Generate short-term wins.
    • Consolidate gains and produce more change.
    • Anchoring new approaches to business and work in the organization’s culture.

    3. Leaders who are effective; they connect people to their company’s vision and mission; they create the conditions for new ways of thinking, working, and acting inside their organizations; they channel their organization’s energy to achieve new goals and objectives.

    4. Define key performance metrics and articulate core enterprise issues and strategies;

    • What are our company’s core issues and strategies? Are they being well executed? How do we know?
    • Do we quantify our effectiveness in executing strategy, or do we make unwarranted assumptions about how well we’re doing?
    • What are the financial implications of those strategies that are not being well executed. What issues are adversely affecting customer satisfaction and loyalty?
    • What are the financial implications of each?
    • Do we have current knowledge of customer needs/requirements?
    • What critical customer requirements do we currently meet and which we do not?
    • What are the means we use to stay in touch with customers?

    5. Process dashboards are created to help the company keep track of how it is doing-to monitor, track, and gauge the nature of process inputs and outputs generated in fulfilling the customers’ end requirements.

    Look for the next installment to this posting: Best Practice: Strategic Six Sigma Pt. 3.

    Good Luck

    Calvin Wilson
    Founder and CEO
    Calvin.wilson1@verizon.net
    Upstart: Business and Management for 20-40 Year Old Professionals

    Filed Under: Gamechangers

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