Fortune 1000 C-Level executives:
you struggling to generate predictable, organic profit growth?
you losing market share to competitors?
you finding it harder to execute Strategy and drive your company
One day you’re at the top of your game, at the
head of your field, the next you have
In the 1990s America’s “big three” automotive
companies seemed to have made a comeback from the
Japanese onslaught. Now they
hemorrhage money as Toyota and Honda
roll along offering a steady stream of new products that customers
Home Depot brings in a top executive from GE
who brings along his team from GE, GE systems and a
Six Sigma quality initiative
and yet they still lose substantial ground
to their nearest competitor.
Perhaps you recently installed a new,
expensive ERP system that
provides you all the information you could possibly want—Yet you
still cannot drive your organization forward.
In business there are no permanent victors!
As Nietzsche said, “that which doesn’t kill you
makes you stronger.” Companies that suffer set backs and
learn from their mistakes can come
back stronger than ever and overtake
their “stronger” rivals.
Many executives today think that quality no
longer matters, it’s passť; it is a given in today’s world and
consumers don’t care.
Yet while Ford, GM and Chrysler put quality on
the back seat and instead talked about strategy and buying hot
brands like Hummer and Volvo; Toyota
steadily focused on quality,
just as W. Edwards Deming taught it to do over 50 years ago.
And the end result is that while Toyota
earned more than the whole rest
of the car industry, Ford, GM and Chrysler each lost billions of
Do you think that ISO 9000 will give you
Do you think Six-Sigma guarantees
Well think again... While each of
these has their value, and has helped many firms, neither by
themselves will give you world class quality. In the GE
Fieldbook author Robert Slater, a friend of Jack Welch,
documents that in 1998 GE senior executives became, “aware of a very
important problem related to the Six Sigma initiative: the company
was saving a great deal of money… but somehow customers did not feel
that GE had done anything that represented a
substantial improvement for
Six Sigma is so powerful why did Motorola, the company who first
developed it, give away its market leadership and most of its market
share in cell phones to Nokia?
did Ford—which at one time seriously pursued quality, and was the
most profitably automobile company in the world—tumble to the brink
of bankruptcy, when it went to ISO 9000 instead of real quality?
Six Sigma and ISO 9000 are partial solutions at best. At worst they
are misleading and prevent companies from
If you were sick and
taking a pill that didn’t work—or worse yet, had
partial results misleading you to
believe it was working—you might keep taking that pill instead of
seeking bona fide solutions.
Only when your condition took a turn for the
worse would you realize something
more powerful and more
effective was needed…
And by then, it might be too late!
What you don’t know can hurt you, but what you know that isn’t so
can destroy you!
So what is missing? As my mentor W. Edwards
Deming said, “There is no
substitute for knowledge!” You may have thought information
was the answer, but it is not. The answer is knowledge, but
not just any knowledge, a particular kind of knowledge matched with
But that knowledge is not generally
available so it is unlikely that you would have had access to
it. In fact, most management gurus and the overwhelming majority of
management teachers and experts espouse very different, even
contradictory, ideas. For instance:
The Press touts the Supremacy of American industry
with stories of super results. The emphasis is on strategy,
mergers, economies of scale, cost cutting, none of which lead to
excellence. After all WorldCom and Enron met many of these criteria
and recall the adulation they were given.
If you take a course on Quality Management, assuming
you can find one, you’re most likely to get a mishmash of
conventional and untested ideas that can lead you in the wrong
direction – you’re literally at the mercy of your instructors and
who knows who trained them.
Mergers and Acquisitions are proceeding apace and
executives are getting big payouts from these. These are
distractions and have nothing to do with results and improvements.
In fact, 80% of Mergers have been shown to add no value to
So what needs to be done?
Consider this: A company can
rise no higher than the core beliefs of its CEO and other key
leaders. If a CEO doesn’t fully understand and embrace profound
knowledge and true quality the company cannot excel.
Great leaders ask
their people to do incredible things.
Great leaders have
ultimate confidence in their people, their processes and their
Great leaders do
not ask their people to do anything they themselves would not do.
You need to lead any revolution and any
improvement in your organization. And the first place to look is
your belief system. Outmoded or inefficient beliefs need to be
replaced by functional and effective ones. The sooner you recognize
those beliefs which hold both you and your company back, and the
sooner you replace them, the sooner you can resume your upward
Three key beliefs that every Fortune 1000 C Level executive must
- A company that
delivers quality to the
marketplace helps customers
live a better life with a higher standard of living. This
creates loyal customers
who are 6 to 10 times more
profitable than just satisfied customers. They keep
coming back and often bring a friend or relative.
- Quality has two distinct but interrelated
axes, External Quality and
Internal Quality. By understanding this distinction you
can understand that real internal quality allows you to lower
your costs, improve
productivity, shorten time to market and raise the
morale of the workforce
and of management. With lower costs for each item, lower
overhead, lower inventory guess what? Your
profits are higher.
Further you can use the tools of internal quality to improve any
aspect of the business. While internal and external quality are
related, they are different and different tools are used to
identify them and improve them.
- Real Quality achieved through profound
knowledge allows you to create and sell much more with the same
resources. In other words it
increases your capacity.
These three components taken together
create loyal repeat customers,
an effective error free system that is quick to market, lowers
costs, greatly improves profitability and makes shareholders (who,
if you are a public firm, may very well also be your loyal
customers) happy as well. They also make a company more flexible,
nimbler and quicker to market.
All of these are genuine, observable benefits
that have been experienced by companies such as Harley Davidson,
Intel, and Toyota who adopted Deming’s principles – as well as my
To improve a company one must work on at least three levels or
I identify these as
Beliefs of the organization,
the People dimension and
Processes (both soft and
hard). These define the capability of an organization. If you want
to be an Olympic athlete you must train, live and eat like one.
These are the basic dimensions but once they are functionally
aligned two other important dimensions need attention. These are
Information technology and
For any change or significant improvement to
be lasting it must take hold on at least the first three levels of
beliefs, people and systems. If your strategy is not taking
hold or if it isn’t as effective as you believe it should be; if
your ERP system is not helping you improve, it may mean you need to
dig much deeper into yourself and your organization and make some
fundamental shifts before you can drive forward.
organization is different. And where to begin depends on the
company. That is where mastery and years of experience comes in.
But just where does a CEO go to be coached and mentored? Where does
a CEO go for Profound Knowledge?
This is where I
come in. I will mentor you just like Deming mentored me. If Dr.
Deming were still with us I would refer you to him, but he is not. I
assiduously studied him and his ideas and then applied them in my
own business over 25 years ago and later my clients’ businesses.
Everything has been tried and tested—and it works.
believe I can pass on to you much of Deming’s wisdom coupled with my
own empirical verification of their veracity and subsequent
improvements and thereby save you years and incalculable frustration
in making your company a 21st century dynamo.
Any change starts with you.
But if the ideas are not understood, accepted and taken up by the
rest of the organization they go nowhere. It is critical therefore,
that the introduction of the knowledge and systems be done
masterfully, with due respect to the existing culture and people.
If properly done they will be more readily understood, accepted and
instituted in your organization.
Here’s a dirty little secret:
The most successful managers, CEOs, athletes
and teams of any kind get the best people they can find to help,
coach and mentor. Name any really powerful executive and he has a
core of people he relies on for advice, mentoring and coaching.
another little secret. Each coach has limited time. The
best only work with a few. I limit myself to working with two
companies at most at one time.
Why choose to work with me?
If you want the best, if you want a state of
the art, world class experience, why not rely on someone:
with Decades of Experience
a Legacy of Success
Respect in the Marketplace
a Heritage from Masters
a Disciplined Approach
Complete Confidentiality and Exclusivity
Depth of Knowledge
But don't just take my word for it, here's some
more of what others had to say about their experience of working
So what’s the next step?
E-mail me now at
email@example.com to set an appointment for a
risk-free phone conversation to determine how we can work together.