Excellence - Ze'ev Ronen - Business Excellence

Ei'lam and I analyzed the company's operations, and for all other fields managed to create a profit generating work-plan with reasonable effort. Contrastingly, it seemed impossible to create such a work-plan for the import and distribution side of the business.

In my last article I discussed strategies for businesses during the Coronavirus crisis: the gazelle and the hedgehog strategies. When the gazelle senses danger it raises its head, looks around, and runs forward. At times it will change direction, but will always continue moving and keep its head up. 

In some companies, working with improvement teams brings quick, clear, and considerable success. On the other hand, in others the work done by improvement teams is accompanied by frustration, and has no quick and clear results. Why? What's the difference?

wonder of wonders, CEOs who aren’t machine-maintenance people, are sure they "know enough", or "know best", how to maintain the "human machines" in their company. And if not the CEO, then one of the executives will be able to do it, in addition to their regular job.

We're nearing the end of 2019, have you prepared a work-plan (and budget) for 2020? Maybe you have a three-year or five-year plan? If the answer is no – this is the last chance to do so. And maybe you think work plans aren't necessary?

The kibbutz assembly needed to approve participation of a team from the company in a professional conference in Italy. I remember a heated debate. Travelling abroad was rare, and every trip was a cause for envy. In the assembly, a suggestion was raised – instead of one of the executives, "Sarah", a kibbutz member, will go, because she hadn’t been abroad yet.

In this part I mean to focus with more detail on each method, and see the differences between the levels of familiarity with the method and its use, and the success it generated. As you'll see, there are methods which are widely used but fail to generate success, while contrastingly there are methods which are rarely used, but the majority of managers who've used them report success.

I examined 13 well-known and proven management methods from all over the world, which I myself use, and asked the participants to rank them through three questions: familiarity with the method, experience with the method, and how successful it was for them.

I drew a big pyramid on the board, with him at the top, below him 8 VPs, and at the bottom 10,000 employees. I asked – how can you guarantee they'll efficiently produce quality products, if they aren’t engaged or invested in company goals?