Acknowledgements and Index

Home / Sense and Respond Book / Acknowledgements and Index

Authors’ joint acknowledgements
We never underestimated what a journey in itself, writing this book would be. There are many people who have provided support and contributed in many ways. Primarily, however, we acknowledge all those people who have embarked on the Journey to Customer Purpose who have inspired us with their courage, tenacity and integrity.
We would like to thank our publishers, Palgrave Macmillan, and in particular,Stephen Rutt, Anna Van Boxel and our editor, Andrew Nash. We thank our contributors, Joel Cutcher-Gershenfeld, Barnard Marr, William Carney and Dan Jones, for their support and encouragement and for acting as our sounding boards on so many occasions. A special ‘thank-you’ to Gary Fisher, whose constant enthusiasm maintained our motivation.

We especially acknowledge a number of key people at Fujitsu who established a new way of working: Gwenda Connell, Beverly Evans, Mark Kell, Tsuneo Kato, Keiko Nakayama, Freddie Moh Chew Hon, Kenta Takiguchi, Noel Butcher, Natasha Shortland, Jonathan Witts, Mark Perkins, Peter Holmes, Linda Courtney, Philippa Whittington, Martin Provoost, Dick Smolenski, Pat Hogan, David Walton, Alan Furness, Paul Gardner, Mick Beadsley, Jeph Hamilton, Caroline Swain, Maria Lorenz, Geoff Holbrook, Rob Jones, Nicky Newton, Paul Watson, Chris Waldron, Declan Hamilton, Rob Denney, Des Lynch, Philip Duncan, Jan Clausen, Ann Visser, Roger Camrass, Roger Sandell, Chris Moorhead, Robert Lim, Neil Stoner, Matt Service, Paul Bresnahan.

We are particularly indebted to Jacqui and Rhonda, who have worked extremely hard in the background preparing and proof-reading our material.

Susan and Stephen especially acknowledge Landmark Education, an international training and development company, for the personal journey of transformation they experienced, which gave them the insight to create possibilities for others and to understand the nature of leadership required to transform organisations around the world.

 

Susan Barlow’s acknowledgements

This book is the product of learning and inspiration from many experiences and people; in particular, from those who, while leading transformation, have demonstrated outstanding commitment and bravery in unlocking the potential of people. For the production of the book, I feel a deep sense of gratitude to my close friends and family, and especially to Rob who has given selfless support. My life has been enriched with their love, friendship and the strength of their contribution.

 

Stephen Parry’s acknowledgements

New ideas never spring into being spontaneously, but are built on the ideas that went before. I would like to say ‘thank you’ to a number of people who guided me in the right direction while providing support and encouragement along the way: to Alan Furness, who saw a new vision for services in the new millennium; to John Seddon, who many years ago introduced me to the world of systems thinking; to Jim Womack and Dan Jones, who changed the course of my interest towards lean production: to my wife Rhonda, for her constant support and patience; and finally to my father and late mother, for their loving support and encouragement.

 

Mike Faulkner’s acknowledgements

 

To list all of those who have helped and inspired me through the writing of this book would almost require another book altogether. Suffice to say that those involved have been told – a heartfelt ‘thank you’ to all of them. I must single out Jacqui, my partner (soon to be wife), who has been instrumental in driving me forward: she has been my support and critic throughout and I am indebted to her. Much of my inspiration has come from Nordstrom.

I never tire of ordinary people doing extraordinary things. When I first heard of how Fujitsu were benefiting from implementing this ‘stuff’ I just knew I had to know more. I have a passion for all things ‘customer’ and knew instinctively that the Journey to Customer Purpose was a new paradigm: it has been great to see; it has been great to write; it has been great to witness the results. This new paradigm enables ordinary people to do extraordinary things on a global scale.

 

Copyright Permissions.

The authors and publisher wish to thank the following for permissions to use copyright materials: author’s material from Gower Handbook of Call Centre Management, 2004, is printed with the permission of Gower Publishing Ltd, Gower House, Croft Road, Aldershot, Hants, GU11 3HR; material from The Business Channel, Programme 1290, 2004, is printed with the permission of Einstein Network, London; material from Managing and Measuring for Value: The Case of Call Centre Performance, 2004, is printed with the permission of Fujitsu Services Ltd, c/o Firefly Communications, London; the adaptation of material from Systems Thinking, Managing Chaos and Complexity, 1999, is printed with permission from Elsevier, Oxford.

INDEX
accountability  108, 162 accountancy  see under finance adaptability  23, 26, 70, 87, 133, 147
adaptive organisation  168
adding value  see value
advantage, competitive  68, 88, 168 agreement, service level (SLA)  see under
measurement amplification of effort  145
analysis  54, 85, 95, 103, 144, 148, 150, 157,
174, 183 current
performance  172
state  63, 115, 170, 174, 175 demand  172
investigations  47, 48, 64, 96, 155, 157, 170,
171, 174, 175, 178 operational  89 organisation  45, 49, 51 root-cause  12, 171
root-cost 12, 172 statistical  59 system  46, 61
technique  16, 70, 174 analytical map  45 authenticity  191, 192
authenticity gap  112, 113 automation  22, 23, 51, 53, 127, 147–8 autonomy  151

balanced scorecard  153, 163
batch-and-queue  11, 85–8, 145, 158
Beer, Stafford  42 behaviour  193
characteristics  33 conditioned  106 constructive  108 destructive  108
best practice  61, 163 bmi  187
Bognses, Bjartes  155
Borealis  155
Bosworth, Michael T. and John R. Holland
135
breakthrough services  7
budgeting  see under finance

call centre  see under service
call reduction  186
capabilities  10, 26, 44, 58–60, 70, 75, 77, 78,
80, 100, 102, 104, 122, 137, 141–4, 151,
158, 161–3, 175, 191, 193, 194; see also
end-to-end; service creating  85, 138 delivery  23 departmental  13 individual  13
limited  12 means  13
shifting  132, 145
Carney, William  99 cause and effect  163 causes
of failure  186
of variation  173 centralisation  155
change  18, 58, 64, 76, 92, 93, 102, 103, 107–9,
112, 113, 116–18, 120–2, 132, 153, 157–8,
163, 168, 171, 174, 175, 182, 183, 185,
188, 189, 190, 192–5 discontinuous  21, 99
in culture 42, 75
in thinking  69, 84, 137 management  150, 156
organisational  63, 69, 125, 130–1, 155 resistance  106, 107, 108, 112, 119, 121, 122,
133, 193 channel strategy  150 chaos  71, 81, 148, 170
charts, control  60, 63, 172
Churchill, Winston  41
coaching  7, 63, 93, 122, 124, 133, 175–7, 185 discomfort zones  111
disillusionment  122
command and control  17, 72, 85, 100, 175 dictatorial management  17, 64
commitment  96, 189, 190
commoditising  see under mass production competitive advantage  68, 88, 168 complaints  176
complexity  67, 71, 149, 156 conflicts, organisational  192
consequential loss and gain  80
constraints  61, 63, 75, 83, 84, 86, 88, 93, 94,
104, 109, 112, 115, 119, 125, 190; see also
organisational consumer-driven
organisation  26 society  21
contact centre  see under service context  72, 155, 192
dynamics  71 information  71, 72
continuous improvement  12, 50, 63, 195 control  155, 156
charts  60, 63, 172 functional  156
conversations  86, 92 career-limiting  104 informed
choices  111 decisions  27, 57
leadership  63, 65, 119, 124–5 new  134
non-threatening  17, 133 cooperation  132, 177 corporate
culture  33, 93 infrastructure  185 plumbing 42, 129, 139 strategy  44, 161
costs  90, 91, 96, 106, 110, 142–4, 155, 158;
see also customer competitiveness  22 controller 155 cutting  80
efficiency  127 emotional  90 employee  119 failure  29 financial  90 idle  11
increases  27, 132, 145, 147 individuals  109, 113
labour  2, 127, 147 operational  151, 186 optimisation  9, 24, 26 organisational  12, 119, 125
origins of  27, 140–1
reduction  58, 97, 127–8, 142, 144, 147–8,
173, 177, 185, 186 restoration  122, 172 root see analysis savings  24, 50, 179 society  12
counter-productivity  84
courage  see under leadership
creativity  see under thinking
critical mass  see under mass production cross-functional  89
change  33 hierarchy  170
culture  see also change corporate 33, 93 dynamic  186
open  133 customer
access  178 base  183
complaints  169, 173, 179, 180
context  22, 28, 29, 35, 48, 71, 89, 138,
161, 187 costs  113, 119 data  163
defect  80
disconnects  129, 130 dissatisfaction  52 driven  120, 125, 191
environment  26, 35, 42, 89, 141–2, 155, 190 expectation  140, 169
experience  6, 29, 39, 48, 58, 65, 137, 140,
142, 194 feedback 148 facing  75, 134
focus  7, 21, 28, 37, 69, 72, 83, 85, 100,
134, 180
frustration  96, 145, 147 goodwill  24
intelligence data  5, 12, 16–18, 25–7, 35,
43–4, 47, 49, 64–5, 69, 70, 71, 72, 85,
94, 102, 108, 113, 115, 120–4, 127, 131,
133–6, 138, 140, 144–6, 150–3, 155,
157, 161 interface  89, 132
knowledge  94, 136, 183, 187, 188, 191 loyalty  4, 25, 29, 52, 141
management  139–41, 143, 151
needs  6, 17, 20–2, 24, 27, 41–3, 49, 50, 57,
69, 72, 76, 87–9, 99, 102, 113, 127,
130–1, 135–8, 140, 147, 151, 161–2,
168, 170, 171, 185–7, 194 outcomes  137
perceptions  28, 81, 91
perspective  16, 17, 37, 39, 41, 44, 46, 89, 97,
130, 139, 157, 180, 184
pull 21–4, 26–7, 37, 44, 50–1, 85, 135, 163,
165, 184
purpose  4, 5, 7, 14–15, 27, 29, 30, 34, 37, 41,
45, 47–9, 62–4, 69, 73, 75–7, 80, 83, 85,
customer – continued
88, 92, 93, 101, 116, 129–30, 134,
136–40, 151, 153, 168, 171, 179, 183,
191, 192, 194, 195
push  23, 25–8, 49, 135, 140
relationship  80, 102, 136, 139, 141–2, 194 retention 5, 182
satisfaction  7, 9, 28, 37, 58–9, 66, 95–7, 124,
146, 178, 179, 183, 186, 188, 189 segmentation  145
service  91, 188
success  6, 7, 28–30, 34, 35, 58, 80, 81, 85,
129, 136–7, 140–1, 153, 191 support  3
timeshare  11, 32
value  23, 29, 30, 47, 49, 63, 71, 87–90, 92,
100, 130–2, 136, 152, 165, 180, 189, 193 value chain  3, 21–2, 73
value stream  40 viewpoint  26, 93
customer-centricity  7, 52, 61, 77, 78, 80, 121,
128–31, 133–6, 139–41, 151, 169, 191, 194
Customer Leadership Culture  17, 28, 91, 101,
103, 108, 115, 116
Customer Relationship Management (CRM)  21,
25, 49, 128
Customer Response Units (CRU)  176, 177
Customer Value Enterprise  5–7, 9–15, 17, 20,
46, 77, 79, 80, 85, 86, 89, 94, 101, 115,
117, 124–5, 128–9, 133, 135, 138, 161,
191, 194
Customer Value Principles  4–8, 23, 30, 35, 40,
49, 75, 83, 85, 127, 165, 191, 194 customisation  20, 28, 49
Cutcher-Gershenfeld, Joel  130, 188 cycle time  see under end-to-end

data  15–17, 25–7, 41, 46, 52, 60–4, 85, 86, 89,
93, 94, 96, 108, 110, 111, 134–6, 152–3,
170, 171, 178, 181, 186, 187, 190, 194, 195 base  97
collection  58 distortion 73, 84 focus group  25
intelligence  see under customer performance  73
qualitative  148 quantitative  148 system  31, 84
Dawson, Richard  187 delivery channels  148–9 demand  26
amplification  79, 157
classification  50, 65
CORE 53, 57, 61, 131–3, 135, 137, 141,
148–55, 176
creation  50–1, 54–5, 148
customer  3, 9, 21–8, 39, 40, 44, 45, 53, 67,
75, 76, 87, 96, 116, 121, 124, 127, 133,
135, 136, 143–5, 148, 152, 153, 157,
176, 185, 191 external  50, 53–4, 148 inappropriate  14
incoming  78, 136, 142–4, 172, 176, 183, 185,
187, 193 increase  176 management  133
negative  50, 53, 131, 136, 140, 143, 151
on demand  10–12, 21, 22, 24, 28, 44, 48, 72,
73, 86–8, 131, 156–7, 163, 167 opportunity  50, 51, 55, 134, 148 positive  50, 151
preventable 3, 27, 29, 40, 144–5, 183,
186, 188
profile  132–3, 138, 148, 153, 156, 165, 176 restorative  50, 51, 53, 54, 132, 141, 148, 151,
172, 180 service  11, 30 unknown 14
unwanted  11, 29, 51, 144–5 variable  23
wasteful  193
denial  see under thinking
diagnostics  64, 96, 129, 170, 191, 192 differentiation  9, 22, 43, 67–8, 71, 85, 99, 127,
182, 183, 187, 191, 194 disillusionment  122 disconnects, customer  129, 130 discontinuous change
21, 99
Downey, Myles  107

Edwards Deming, W.  14, 31, 58, 60, 80, 156 effectiveness  23, 27, 41, 44, 46, 57–8, 80, 81,
89, 91, 103, 132, 137, 163, 168
efficiency  23–4, 27, 32, 44, 50, 57, 71, 79–81,
89, 91, 132, 136–7, 140, 182, 193 effort, amplification of  145
Einstein, Albert  101
Einstein Network  5 employee  96; see also costs
retention 177 satisfaction  186 surveys  189
empowerment  84–6
end-to-end  57, 61, 79, 81, 96, 116, 156, 165,
173, 185, 19
end-to-end – continued
capability  14, 39, 137, 157; see also
capabilities
cycle time  133, 138, 155, 185, 188 delivery  132
demand  27 effectiveness  57, 80
measurement  57–9, 69, 77, 85, 124, 131, 138,
148, 150, 157–8, 165, 179 operation  11
organisation  11, 16, 39, 57, 91, 155 performance  15–16, 21, 25, 41, 77, 91, 148,
158, 171, 187
process  20, 51, 88, 148, 175 response  9, 39, 57, 148, 170 service  6, 72, 170, 185, 188
structures  42, 141, 192 system  57, 60, 153
enterprise  see lean
environment  see under customer evolution  26, 156 experimentation  100, 157 extinction  23, 26,
76, 191

finance
accountancy practices  131, 154 budgeting  154–6, 161
models  155, 156; see also forecast profitability  9, 24, 100, 136, 155 revenue
generation  53, 155 increase  128, 141 potential  151 stream  53, 134
Fisher, Gary  117, 127
flexibility  125, 130–1, 133, 147, 194 flow  see under lean
focus group  25
Ford, Henry  23, 31
forecast  10, 21, 23, 44, 86, 87, 155, 167, 176;
see also production capability
Fromm, Erich  106, 109
frontline  17, 46, 101, 117, 135, 138, 141, 151,
178, 184, 191
frontline staff  5, 6, 15, 17, 25–7, 35, 53,
65, 72, 73, 76, 79, 81, 85, 86, 94, 95,
102, 104, 108, 109, 131, 135, 148,
161–2, 165, 177–9, 183, 190;
see also staff
operations  25, 26, 44, 102, 134–5,
137, 152 teams  134
Fujitsu Services Ltd  68, 181, 183, 186–8
gaming  58, 86, 91
General Electric  154
General Motors  31
Gharajedaghi, Jamshid  15, 33, 42, 44, 46, 71,
75, 90, 103 global
competition  67 markets  23
goodwill  see under customer
Goodwin, Brian  71
governance  102, 104, 161, 163

Haeckel, Stephan  23, 25, 39, 42
Hamel, G. and C. Prahalad  194
Hay, Louise L.  109 helpdesk  see under service hierarchy, cross-functional  170
Holweg, Matthias and Fritz K. Pil  23
Hope, Jeremy and Robin Frazer  154

improvement
continuous  12, 50, 63, 195 responsibility  13, 31
infrastructure  138, 147, 178, 179, 181
3-T’s model  149–50 corporate 185 technology  149–50
innovation  26, 31, 37, 48, 52, 67–8, 73, 75,
89–91, 117, 123–4, 127, 133–6, 141–3,
151, 162, 163, 165, 169, 186–8, 191 inspiring colleagues  see under leadership integrity  see under
leadership
intelligence
data  see under customer market   134, 187 marketing   25, 134, 161
inter-operability  131

job satisfaction  see under staff
Johnson, H. Thomas and Anders Bröms  13, 58,
155

Kaplan, Robert S. and David P. Norton 163
Kasich  117
Key Performance Indicators (KPI)  184
Kotter, John P. and Dan S. Cohen  103

Landmark Education  93
Lao Tzu  118
leaders  93, 95, 99, 100, 106, 112, 115, 117, 120,
122, 161–2, 174, 190, 195
leadership  4, 14–17, 64, 85, 86, 95, 102, 103,
107, 108, 115, 117, 118, 120, 124, 133,

leadership – continued
135, 174, 185, 189, 193; see also
conversations commitment  96, 189, 190 courage  119, 189, 190–2, 194 culture  193
determination  97, 189 influence  58, 193
inspirational  117–20, 163, 193–5 integrity  101, 118–20, 144, 192–5 motivation  122, 134, 163
reality  15, 39, 73, 90, 91, 93, 94, 103, 106,
109, 111–13, 115, 117, 119, 121, 125,
128, 186, 190, 192–4
new  39, 62, 65, 91, 95, 111, 116, 118, 120 perception  4, 91
shock  61, 62, 95, 106, 113 spectrum  115
reorientation  15–17, 21, 63
skill shift  69, 184, 188, 193, 194 transformational  5, 16, 63–4, 93, 94, 103,
113, 116–19, 122, 124, 184, 185, 191, 193 change  76, 89, 194
journey  115, 122, 188
view of reality 76, 94, 101, 113, 115, 119, 174 lean  15, 79, 181
enterprise  37
flow  49, 61, 63, 81, 84, 85, 87–9, 138, 145–6,
151–2, 173, 177, 178, 193 continuous  11, 12, 85, 87, 156–7 creation  86
one-piece  87 value  86
work  4, 11, 27, 89, 173 manufacturing  24, 25, 86, 156 production  24, 33, 184
service  5, 9, 24, 37, 174 thinking  48
Lean Enterprise Academy  37 loss, consequential 80
loyalty, customer  see under customer

make-and-sell  see under organisational (design)
management  73, 83, 86, 101, 120, 161, 165,
175, 178, 182, 193 dictatorial  17, 64 senior, 97, 170
managers  17, 18, 31, 33, 72, 73, 76, 84, 85, 89,
90, 96, 100, 102, 106, 109–11, 116, 119,
121, 155–6, 167, 168, 171, 173–6, 180,
185, 189, 190 middle  15, 65, 175
senior  44, 65, 117
market intelligence  134, 187
marketing  169, 170, 178 department  28, 130 intelligence  25, 134, 161
Marr, Bernard  67
mass production  4, 8, 10–15, 21, 23–5, 30–3,
69, 86, 87, 90, 127, 139, 144, 168, 174,
183, 193 commoditising  3, 22, 23
critical mass  89, 92, 99, 116, 144–5 functional  87
goals  73, 152
specialisation  11, 23, 28, 31, 32, 57, 132–3 hierarchy  16, 20, 23, 31, 102, 108, 111, 119,
153, 185 manufacturing  13, 14, 49
silo mentality  31, 33, 153, 162
Matsushita, Konosuke  32
measurements  28, 34, 50, 63, 72, 73, 75–8, 80,
81, 89, 90, 112, 121, 122, 130, 136, 139,
152, 157, 165, 169–71, 174, 182, 183 capability  13, 60, 63, 157
internal  73, 83–5
Key Performance Indicators (KPI)  184 optimisation  58, 77, 144, 151, 163, 165, 191;
see also value outputs  13, 28, 57
performance  35, 44, 74, 137, 157, 182 purpose-related  72, 77, 79, 81, 85–6, 137 resource  78, 79
service level agreement (SLA)  79, 136, 142,
144, 149–50, 184
mentoring  63, 122, 124, 133, 175, 176
Mills, C. Wright  11
Mother Teresa of Calcutta  118 motivation  see under leadership

Office Products Direct Europe  48, 167,
178, 179
operational  see also analysis; frontline effectiveness  44, 138
performance  97, 148, 180, 189 strategy  131, 150, 161
optimisation  58, 77, 144, 151, 163, 165, 191;
see also value organisational  see also change
alignment  101, 129–30, 134, 136, 151, 153,
169, 191, 193–5 capabilities  17, 21, 25, 46 conflicts  192
constraints  74, 81, 104, 124–5 culture  68
deficiencies  133
organisational – continued
design  106, 112, 115, 117, 176
make-and-sell  23, 25, 27, 49, 83, 184 development  131, 142–3
mutation  25–7, 30, 115
performance  39, 103, 125, 137, 153, 162, 182 unlearning  9, 75, 95
purpose  34
realignment  30, 69, 73, 129, 138, 161, 162 response  15, 131
responsiveness  24, 73, 127, 131, 138, 141,
154, 155, 194
self-development  129
structures  46, 113, 115, 123, 135, 137, 139 transformation  25, 26, 32, 45–6, 61, 62, 91,
93, 96, 101, 102, 116, 118, 121–4, 128,
149–51, 163, 167, 169, 171, 181–3, 185,
190–2 activity  9 cultural  63
journey  7, 33, 121 outcomes
business  29, 32, 48, 50, 79, 81, 118, 131,
135–6, 140–1, 151 positive  121, 140
output  10, 13, 23, 59, 73, 79, 80, 136, 140, 175 outsourcing  181, 182

paradigm
new  81, 89, 191
shift  14, 15, 19, 23, 35, 69–71
Pascale, Richard  115
Penrose, E. T.  161
people-development  130, 133, 177 performance  32, 41, 44, 58, 72, 75, 95, 103,
107, 117, 121, 130, 136, 152, 155, 158,
162, 163, 172, 175, 179, 193; see also
operational; organisational current  39, 153
enterprise  138 growth  20 improvement plan  104 indicators  79, 136
individual  13, 14, 31, 68, 137 management  136–7, 175 measurements  74, 130, 133, 183
output 10, 13, 23, 59, 73, 79, 80, 136, 140, 175 system  14, 60
variation 58, 60, 63, 157
Peters, Tom  115 practice, best  61, 163 process  74, 113
management  156, 158 re-engineering  180
standard  13, 131 production capability  21, 24
productivity  78, 137, 183, 185, 167, 186, 194 targets  83, 84, 106
products
life cycle  67 standardised  87
profitability  see under finance prototyping  157, 177
pull or push  see under customer purpose
common  107, 111, 117, 119, 121 quality  172, 195
rationalisation  see under thinking reality  see under leadership
responsibility, abdication of  13, 41, 84, 111 restoration  see under value
retention
customer  see under customer employee  177
revenue  see under finance
reward and recognition 46, 74, 92, 116, 132–4, 175 root-cost analysis  see under analysis
Rother, Mike and John Shook  30

sales cycle  135, 178 satisfaction, job  see under staff scorecard, balanced  153, 163

Seddon, John  13, 17, 33, 46, 50, 72

segmentation  see under customer service
breakthrough  7 capabilities  34, 193 centres  34, 78, 79
call centre  24, 25, 78, 188 contact centre  141, 167–78 helpdesk  182, 183, 185, 187
deterioration  58 diversification  141 effectiveness  3, 134 failures  5, 21, 48, 58, 143
service level agreement (SLA)  see under mass production
Shewhart, Walter A.  60
silo mentality  see under mass production
Six Sigma  15, 33
skill shift  see under leadership
Sloan, Alfred  31
staff  48, 73, 79, 89, 90–4, 99, 101, 106, 109,
110, 113, 116, 118, 121, 132, 138, 150, staff – continued
157, 167–71, 175, 176, 194; see also
frontline
attrition  96, 186, 170 customer-facing  32, 35, 157
job satisfaction  5, 9, 18, 58, 90, 177 workers  17, 85, 87, 93, 130, 133, 161
strategy  162, 163, 165 alignment  44 channel  150 corporate 44, 161 execution  161
surveys of employees  189
systems 46, 58, 59, 60, 72, 79, 80, 84, 85, 89, 95,
103, 107, 137–8, 157, 177, 178, 184, 189 constraints  46, 53, 73, 183
distortion 73, 84, 94 dynamics  42, 71 mapping  45, 46, 63, 174
organisational  42, 45, 74, 116 thinking  5, 9, 174, 184

Taylor, Frederick Winslow  31, 68
Taylor, P. and P. Bain  73 telesales  169–72
Theory-to-Performance Model  32, 75 thinking  93, 103, 113, 182
beliefs  112, 190
choice  22, 23, 65, 84, 90, 92, 101, 103, 191,
195
cognitive behaviour methodology  185 principles  16
comfort zone  111, 122 complacency  75, 113 confidence  132–3 creativity  90, 99, 108, 169
denial  75, 76, 95, 113, 123, 175 fear of failure  123
filters  141 fixed  119
management thinking  21, 32, 69, 85 manipulation  73, 83, 84, 93, 118 mechanistic  71
mental
disciplines  115 habits  109 models  115, 193
mind shift  69, 195 perception  91, 106
perspectives  119, 124, 187, 190
pretence  90, 91, 94, 109, 112, 115, 116, 117,
119, 121, 157 rationalisation  113, 156 resentment  109
wrong  83, 84
Total Quality Management (TQM)  15, 33
Toyota  24
training  34, 94, 131–3, 152, 156, 170, 174, 178,
184

unlearning  see under organisational
(performance)

value  see also customer
added  23, 25, 27, 30, 40, 48, 54, 68, 79, 80 chain  11, 21, 23, 41, 67, 77, 85, 89, 127, 184
creation  12, 17, 21, 24, 27–8, 30, 32–5, 40–1,
50, 57, 61–2, 79, 81, 85, 88, 89, 94,
127–8, 132–3, 136, 138, 144–8, 156–8,
161, 163, 183–5 increase  133, 144 proposition  81
restoration  24, 33–5, 41, 50, 52, 53, 85, 183 stream  30, 44–6, 79
variation  28, 59, 60, 156, 172, 193 common causes  58–9, 158, 173 internal  60
performance  58, 60, 63, 157 special causes  58–9, 158

waste  80, 87, 90, 158, 171, 173, 174, 178, 183 corporate 85, 88, 124, 153, 157
elimination  37, 127 increased  59 institutionalised  30, 53, 131
organisational  30, 50, 60, 132, 142, 152 reduction  133, 144, 147
removal  131–3, 136, 144, 148, 165
Welch, Jack  154
Womack, James P. and Daniel T. Jones 10, 12,
26–8, 30, 31, 45, 46, 48, 51, 70, 86, 89, 181
Work environment  16, 29, 45, 95, 118, 120, 121,
124, 189
practice  101, 104, 148–50, 194 prioritisation  12
reduction  11, 23, 79, 133
workforce, exceptional  4, 69, 133; see also staff

Zander, Rosamund Stone and Benjamin Zander
111, 133
208