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What does it take to build and maintain a truly enduring and continuously successful business - one that stands the test of time, turbulence and change and despite all that has continued to set the standard for performance and excellence by which other organizations are measured? What really makes your organization unique? What really distinguishes us in the minds of our customers or other key stakeholders - makes us stand out in a way that motivates customers to want to do business or have a relationship with us rather than a competitor? What are those most important factors which form the foundation of that uniqueness and our competitiveness as an organization? Have you and your leadership team described your business model in a clear and understandable manner that any employee could grasp? Have you examined each component of that business model to identify the value it adds to the long-term future success of your business? This includes the leadership team itself, culture, values, beliefs, core shared purpose, renewal (integration of innovation, adaptation and learning), principles of engagement (sustainability, governance, corporate social responsibility), and vision. What are your conclusions? What actions should you now take? These questions and over 150 more equally stimulating and change-provoking questions are raised and explored within this concise text. As senior executives, you always have many areas where you can focus your attention - paths along which you can guide your organization to enable it to ultimately reach its full competitive potential. Guide your organization to its competitive potential by answering the questions within this text and by applying Dr. Ted Marra's approach to developing a working business model and crystal clear vision.
Dr. Ted Marra has lived and worked in 37 countries during the past 40 years, helping over 155 organizations from virtually every industry and sector. Here is his summary of this first book in the Wisdom Chronicles Series:
This book is really about focus. Forget all the latest theories. To a large extent, the "secrets" to success have never really been secrets. It's often about getting back to basics-doing the right things for the business and doing them right. This is the essence of what Peter Drucker considers "leadership." In addition to my hands-on experience, I have read all the thought leaders: Hamel, Porter, Kotter, Collins and more. I have been in conferences all over the world, interacting with the likes of Juran and Welch as well as many others. All of that, plus my own reflections, and distilling it down has been a lifetime pursuit. This book contains that distillation of my observations providing the reader with what I believe are truly the vital few keys to long-term organizational success - competitiveness and profitable growth and overall higher performance across the board.
Our leadership team worked with Dr. Marra on optimizing key decision making processes in our company. From the very beginning it was clear that he was guiding us with strong and silent confidence based on a deep academic foundation and broad real life experience. Dr. Marra helped me and my colleagues to find our way through the decision making jungle and pave it into a clear and simple path. At the same time he contributed to the development of key members of our staff - some of our 'leaders of tomorrow' - through their involvement in Strategic Business Improvement Teams designed to specifically support each of several domain decision Councils we created as part of the transformation process.
- Nikola Dujmovi , CEO, SPAN, Croatia
- Sales Rank: #2053757 in Books
- Published on: 2015-01-01
- Original language: English
- Number of items: 1
- Dimensions: 9.00" h x .38" w x 6.00" l, .60 pounds
- Binding: Paperback
- 164 pages
Review
What truly sets Dr. Marra apart is the combination of his deep academic skills, the huge amount of cross cultural experience from a variety of industries and the ability to always use and promote thinking as a strategic asset. -- G ran K llmark, CEO "Informed Decisions, Sweden"
For many years I worked with Ted in Switzerland. His ability to boil down most complicated issues of management to the key points fascinates me time after time. He is able to deliver clear strategic advice without becoming nebulous or losing contact to the operative grounds of success. -- Dr. Lothar Natau, CEO "Natau Management and Bereitungs Gmbh, Switzerland"
About the Author
Well known strategic facilitator and organizational mentor Ted Marra has taught and lectured in a number of universities in Boston, Detroit, the UK, Croatia and Switzerland. His focus has been on Strategic Leadership and Strategic Stakeholder Relationships. Most recently he has undertaken to develop a new decision science model called "Hyper-Decision Making" as a part of his collaboration with Informed Decisions in Sweden. Marra is the author of numerous reports and articles for The Conference Board in New York as well as noted European journals such as the European Journal of Quality. He has consulted widely with some 155 organizations in 37 countries over 40 years and has led transformation initiatives in some of the world's most prominent companies. He also has focused time and attention on a strategy for re-inventing education that extends to building a globally competitive workforce and minimizing youth unemployment which was begun on behalf of the Prime Minister of Australia. Ted was also Senior Policy Advisor for President Reagan and has held management positions with such organizations as General Motors, Goodyear, Firestone, Babcock & Wilcox, Walker:CSM (Indianapolis) and TARP (Washington D.C.) as well as owning and operating two consulting companies - MQI in Boston and The Centre for Innovation Management Europe Ltd. in the U.K.
Most helpful customer reviews
0 of 0 people found the following review helpful.
Review of "Competing to Win" Dr. Ted Marra
By Stephen Pitt-Walker
One of the difficulties in writing a review of Professor Ted Marra’s recently published book,
“Competing to Win: The Wisdom Chronicles”, is to do the work justice in a short space. In saying that
I have already alluded to the depth and breadth of understanding, insight and exemplar packed into
this unassuming and easy to read work. There are many ideas that resonate, and are brought
sharply into focus when reading the book, but in my view one of the most important is that the
author demonstrates and advocates that business boils down to ‘the relentless focus on a vital few
things’ – these ‘things’ are highlighted in the book and are distilled from his hands‐on, real‐world
experiences – many of which are colourfully articulated as examples.
The book commences with a discussion of the cornerstone elements of business and organizational
management. However, the manner in which he deals with these aspects of leadership, purpose,
culture and values, vision, renewal, principles of engagement and alignment, are anything but
mundane or ‘old hat’. The concept of renewal is central to the author’s ideal of the competitive
organization and is expertly woven into the fabric of the overarching model presented in the book.
It is obvious that in the exploration of this concept that the author has given it consideration over
many years and his examples amply demonstrate this. He analyses how organizations such as
Nordstroms (114 years), Proctor and Gamble, and Nestle continuously refresh their business model
and stay connected to their customers, markets and value chain, whereas Kodak did not and died
after 120 years...in addition, he looks at how, within newer successful organizations such as Amazon
and Google, renewal appears to be a part of their genetic make‐up.
Dr. Marra brings his conception of the “business model” to life with substantive reason and example.
The author defines the ‘business model’ quite differently and more innovatively than has been done
to date. In his own words ‘it is not only the soul or spirit of an organization, it is indeed the heart
from which passion, energy and inspiration flow to all who are in the organization as well as to all
key stakeholders linked to the organization.’ Further to this, he observes that the ‘business model’
must be defined, refined and ‘driven’ by the leadership team, and that certain characteristics of the
leadership team make more of a positive difference to the business model than others. It is in this
area that the author laments seeing most leadership teams going wayward in their approach and
thinking, thereby getting the business model wrong.
The work insightfully examines how the aforementioned attributes are elemental to, and interrelate
within the organization in the context of “capturing and delivering value” to all stakeholders. In this
respect, one of the key elements of the model presented by the author is ‘alignment’. The author
emphasizes and underscores how ‘alignment’ must be assured within each component of the
management system in order to create and deliver value, unbroken, along the strategy‐execution
continuum. In the broadest sense the author suggests that this requires ‘alignment’ of the
organization around its ‘vision’ in order to harness the full power and potential of the organization in
its drive to achieve the ‘vision’. Implied within this proposition are the critical success factors for
achieving the vision; the drivers of performance in those critical areas; the key business objectives
and strategies which support their achievement; and finally the flawless execution of these
strategies. To support all of the above components, including the organization’s ‘hyper‐decision
making’ capability, the author proposes that there must be a ‘sensing system’ or ‘strategic
information architecture’. Such a system, he explains, has appropriate and advanced analytical tools
necessary to convert data into actionable information, identify and assess opportunities and threats,
emerging trends, changing requirements and competitive intelligence.
Another of the more significant aspects of the work is the discussion of how and why creating
behaviours and an orientation to organization effectiveness and efficiency should be animated by a
positive ethos and values that support the success of all stakeholders, rather than a predominating
drive for ‘shareholder value’. One of the main ideas underpinning the work is that “the true purpose
of business (or any organization) is to create and deliver value.” The author identifies 9 main sources
of value and contends that most organizations exploit only 2 – 3 of these, not even doing this
particularly well!
After a thorough discussion of the core business building blocks (mentioned above) Marra turns his
attention to current and future thinking on the competencies and capabilities of the organization,
extending the discussion from the ‘inside‐out’ aspects of execution effectiveness to a discussion of
‘brand’ and the marketing mix, giving this a thoughtful spin that relies on his deep real‐world
management and executive advisory experience. His observations are clear and concise, and his
prodigious knowledge of academic literature in the field is evident. However, it is important to note
that while there is appropriate discussion of academic business literature this is not an academic
work per se, rather it is a practitioner’s work that predominantly draws upon the author’s
experience and only references academic literature in order to appropriately reinforce the points he
makes. In this regard, most of the academic references point the reader in the direction of other
texts on the matters under specific consideration should the reader wish to delve more deeply into a
particular aspect.
In the next segment of the book the author draws together the prior concepts and discussion,
detailing what he calls the ‘sensing system’. The sensing system is the key to managing information,
turning it into a ‘strategic asset’ when the right information reaches the right people (especially
decision‐makers) at the right time, thereby facilitating what the author terms ‘hyper decision‐
making’. Hyper decision‐making is reminiscent of Peter Senge’s postulate that the only remaining
source of sustainable competitive advantage is the organization’s speed of learning. In other words,
the speed at which information (intelligence) is delivered to decision‐makers enabling optimal
decisions to be made (right across and up and down the organization) is a competitive differentiator.
The author then describes how to leverage the sensing system and relates some excellent examples
of success and failure, as well as recovery of businesses that have pursued initiatives such that they
have become value‐destructive. He demonstrates in stark terms just how consequential a balanced
approach to implementing individual business initiatives are to successful outcomes, or otherwise.
In the final section of the book Marra looks to the future, not necessarily in terms of futurism,
though the sensing system is, in a manner of speaking, the predictive, anticipatory part of the
organization through which he suggests it may best become future‐oriented if not completely
future‐proof, as well as the engine of innovation and renewal. The manner in which the author
outlines his view of the future is by re‐invigorating the arguably tired concept of the ‘Balanced
Scorecard’, extending it significantly in terms of CSF’s, KBO’s, KPI’s, what to measure, the metrics
themselves and the entire performance management system. In so doing, he provides a revitalized
approach to ideas and activities such as agility and resilience, value creation and delivery,
technology, information architecture, relationship mastery, hyper‐decision making, operational and
human performance excellence and more... One of the strengths of the work is that the author also
includes a list of suggested questions (at the end of each chapter) for management teams to
consider when making decisions and in order to focus (or refocus) their efforts by bringing them
back into alignment with the organization’s strategic aims. These questions are excellent and
compelling – at all levels of management – and are always linked to shared values, objectives and
creating and delivering value. For these tips and questions alone the book is an impressive read.
In sum, the book is of universal value and offers much to business people of all levels; from the team
leader, to the middle and senior manager for whom the work refines and extends ideas that will
assist them to see the organization as a whole (as a system) as well as to locate themselves and their
role in the organization’s value chain. To the seasoned executive it provides a refreshing view of the
organization, and the ever more complex dynamics required to define, align and execute on
strategies and business models that are continuously and deliberately tested and refreshed through
the organization’s “sensing system” ‐ or as the author affectionately calls it ‘the whiskers of the
cat’...There is no substantive aspect of organization effectiveness and management that is not
covered in this work which is in equal part informative and entertaining...while I’m not certain that
the author meant it to be so, it is as such that I recommend the work to all levels of management as
one of excellent educational value, as well as a great piece of ‘infotainment’.
0 of 0 people found the following review helpful.
This is your playbook for building and maintaining a successful business.
By JaneAnderson
Setting the tone for this book and deriving the major theme is clearly articulated in the forward by Philip Sadler. He says a global business operating in today’s world has many more balls in the air than a juggling act. In fact it is no longer a few standard variety balls in the air but multiples of two kinds. One set of balls is leadership, developing a vision, and creating culture while the second set is the essentials of management, strategic planning and execution. Writing from the depths of his own experience and using case studies, examples, and diagrams from research, Dr. Marra’s book facilitates actions that will lead to organizational agility and strength.
Dr. Marra’s demonstrable text invites leaders into the experience of making a difference by recognizing that success comes from getting a small number of critical things right. He does this by painting a picture of what has lead organizations just like yours to rise from mediocre to high-performing through implementing credible actions tested and proven effective, not just in theory but in reality. The book itself contains a penetrating series of questions that augment what is learned in each chapter. Answering the questions is to enable the application of principles derived from reading.
0 of 0 people found the following review helpful.
Very thought-provoking questions
By Jane Smyth
I used some of the questions in this short book during our management brainstorming meeting. What I liked about the questions is they acted as good conversation openers. A question like “Identify the three to five financial results or outcomes you and the leadership team want most” provided a good discussion (and sort of an argument) because myself and my colleagues definitely felt differently on the answer to this question and other questions. This book will make you think, and raising the questions in this book during your management meetings will generate some great discussions.
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