Ze'ev Ronen
Business Excellence
Ze'ev Ronen
Business Excellence
CEO & Founder of Business Excellence.
Has extensive experience managing companies and business units in Israel and the world, and founding start-ups.
My unique specialty is increasing net profit in companies and leading systematic changing in operations and management in companies facing bankruptcy, bringing them to profit.
Contact me on zeev.ronen@business-excellence.co.il or on +972-524-767531.
Sometimes it seems to me that CEO's are afraid to confront management members who are not maintaining objectives. Instead of demanding a plan of action to attain the objective, the CEO herself explains to herself why they haven't attained their sales, production or other objectives.
In a discussion that I held with 30 managers at one of the companies, the subject of motivation arose, as always. I asked the participants what affects motivation. At this stage, people usually say "money, salary".
This time, perhaps because of the group's heterogeneity, or the participation of the CEO, all was quiet. After a few moments, Ortal quietly said, "Appreciation."
I will now dare to make an unpopular statement, and move some of the responsibility for low salaries onto the shoulders of women themselves. The reason for this is that it takes two to tango. It isn't enough that the systems that are mostly controlled by men will offer less, but you also need someone who is willing to accept this lesser sum and make do.
If a motor burns out because it is old, and it is ten years old, and if our objective is to prevent breakdowns, then we must replace all the motors approaching or exceeding this age. In order to attain the root cause for a breakdown, we can use what is known as the "fishbone" technique, or the 5 Whys.
More than a few companies have begun to implement the 5S method on a high scale, even attaining excellent results, and after a certain amount of time, the excitement fades, we stop maintaining and promoting the improvement and the achievements disappear.
![[presentation] Lecture at Meeting of CEOs at the Bar-Lev Industrial Zone (Bar Lev Forum)](/media/k2/items/cache/ea82697ed9755e975f3c7d735db2070c_Generic.jpg "[presentation] Lecture at Meeting of CEOs at the Bar-Lev Industrial Zone (Bar Lev Forum)")
The guiding principle behind our work leads a company to improvement and does not provide it with advice. We work this way for several reasons: Firstly, we, as people, don't like to receive advice, and therefore, improvements in work methods that are obtained as external knowledge and not as a product of internal work, shall encounter opposition or will not be implemented in the long term.
Many companies wish to improve their performance and seek strategic advice as well as marketing or organizational development strategies, and when they receive advice, opposition emerges throughout the organization and ultimately this advice remains untouched in a book.
In one of the plants where I worked, when employees would approach the Team Manager with new ideas he'd say: "You be quiet, they brought me here to think and you to work". This statement, which is definitely extreme, has resurfaced, turning up in various guises in many different places.
![[presentation] Thirteen Important Management Principles to Build a Growing Company](/media/k2/items/cache/b320775de3c297425b69dccc362220a9_Generic.jpg "[presentation] Thirteen Important Management Principles to Build a Growing Company")
Thirteen important management principles to build a growing company and generate profit: A lecture in Prof. Dov Zohar’s seminar for MBA course at The Technion, Israel Institute of Technology.
Read the first book by Ze'ev Ronen: "manage!" provide a fresh look on how you can improve business results by making your company matter to your employees.
My First Book: Manage! Best Value Practices for Effective Management
The book brings together a set of tools that every CEO should know, presenting them in a clear, concise and consistent fashion that will leave the reader with comprehensive and useful knowledge to assist them in their careers as managers.
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