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