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Overview

Overview. Background info Current org chart Pre-determined solution Ditch Time Management Challenges (Original CS from class) Enterprise Thinking Principles The Enterprise thinking box Managing Project Systems & Structures: How to ensure reliable results

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Overview

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  1. Overview Background info • Current org chart • Pre-determined solution • Ditch • Time Management • Challenges (Original CS from class) Enterprise Thinking Principles • The Enterprise thinking box • Managing Project • Systems & Structures: How to ensure reliable results • Sales: How do you sell your Ideas Enterprise Thinking Tools • Redefining • Critical Path Method • Task List • Alliances

  2. Distribution Rez Manager 3 Agents 2007 East Coast Revenue & Distribution Organization Chart(phd required) VP R&D Regional VP Ops Regional VP Ops Regional Ops NYC (2) Director (4) Director (4) Director (2) Director (3) Manager (2) Distribution 2 Analyst Analyst Analyst Rez Manager Rez Manager Rez Supervisor 2 Agents 3 Agents 2 Agents

  3. Solutions . . . Systems & Structures • Clarification of Organizational chart • Proper allocation of salary • Hire new reservation agent • Develop alliances in DC and Boston Tools • Private work space • Updated computer But What’s the Challenge??

  4. Focused on Solutions “Bad questions produce bad solutions…” Ditch

  5. Outlook Calendar Summary Innovative/Major Projects: 15% Director – Maintenance: 60% Regional – Maintenance: 25% ___________________________________________ Goal Innovative/Major Projects: 60% Regional – Maintenance: 40% ___________________________________________ Conference Calls: 20%

  6. Challenge Statement (CS) • I am an employeeand a boss at the same time. Although I report to the General Manager’s in NYC from a Revenue Management stand point I am a representative of the Home Office. • I have a General Manager who monopolizes my time and is difficult to manage. • I don’t have my own space at work and am constantly interrupted making it hard to get anything done. • The WIG committee I am leading is constantly behind b/c of my inability to find time to organize for the meetings and create the critical path. • I need to maintain my management team during competitive employee market and down economic market. • Need to achieve financial Budget of 75% occupancy at a $370 ADR for hotel in its opening year and it has a challenging location. • I do not have time to spend on my Regional position responsibilities. • Successfully train for triathlons and STP and manage hectic work load.

  7. Man amongst Beans

  8. Enterprise Thinking Enterprise Thinking Principles • The Enterprise Thinking “Box” • Managing Project • Systems & Structures: How to ensure reliable results • Sales: How do you sell your Ideas? Enterprise Thinking Tools • Redefining • Critical Path Methods • Task List • Alliances

  9. Enterprise ThinkingPutting First Things First

  10. The Enterprise Thinking Box

  11. Enterprise Thinking Molecule

  12. Enterprise Thinking Gears

  13. Enterprise Thinking Kaleidoscope

  14. Redefining Challenge Statement: The WIG (Wildly Important Goal) committee I am leading is constantly behind because of my inability to find time to organize for the meetings and create a critical path.

  15. Redefining

  16. +OUE = Positive/Opposite Locate Negative Words – NOT Replace NOT with Positive Opposite Specific Ultimate-End What is the Best Case Scenario “Timely Basis”: within the allotted time frame As soon as possible Reframe Challenge Statement The WIG Committee I am leading is not completing projects on a timely basis. The WIG Committee I am leading should be completing projects on a timely basis.

  17. Reformulate Challenge Statement into a “What Would It Take?” Statement What Would It Take for the WIG Committee focusing on Tactics and Measurements to complete all projects by May 30, 2008. Reframe Challenge StatementGood questions produce good solutions The WIG Committee focusing on Tactics and Measurements should complete all projects by May 30, 2008.

  18. RedefiningWhat’s Next Step 3 – Scan for solutions Step 4 – Redefine solutions Step 5 – Test Solutions (small scale) Step 6 – Test Solutions (large scale) Step 7 – Implement Launch Step 8 – Post Review CS: WWIT for the WIG Committee focusing on Tactics and Measurements to complete all projects by May 30, 2008.

  19. Systems & Structures: How to ensure reliable results 80% of a firm’s ability to compete and employee’s ability to succeed is driven primarily by the structure the firm has to offer. The role of management is to think…design the structure, processes and goals to insure the probability of success. CS: WWIT for the WIG Committee focusing on Tactics and Measurements to complete all projects by May 30, 2008.

  20. Existing Structure/SystemWhat’s in your toolbox? • Each committee will be lead by 2 Committee Leaders, including 1 Regional Director of Revenue • Committees will consist of 8-10 people each • WIG Committee snap shot • Time commitment will include: • Monthly Conference Calls • Various Projects Assigned by Committee Leaders CS: WWIT for the WIG Committee focusing on Tactics and Measurements to complete all projects by May 30, 2008.

  21. Systems & Structures: Critical Path A good strategy executed poorly will create better results than a poor strategy executed well. David Goldsmith CS: WWIT for the WIG Committee focusing on Tactics and Measurements to complete all projects by May 30, 2008.

  22. Selecting the Best Projects

  23. Systems & Structures: Task Lists CS: WWIT for the WIG Committee focusing on Tactics and Measurements to complete all projects by May 30, 2008.

  24. How do you sell your Ideas? Couple things to keep in mind: “Someone will always hate your decisions.” “People fall in love with their own ideas” “The language you use can control almost any situation.” CS: WWIT for the WIG Committee focusing on Tactics and Measurements to complete all projects by May 30, 2008.

  25. 7 Types of Alliances Modified Lorange and Roos CS: WWIT for the WIG Committee focusing on Tactics and Measurements to complete all projects by May 30, 2008.

  26. Summary Enterprise Thinking Principles • The Enterprise Thinking “Box” • Managing Project • Systems & Structures: How to ensure reliable results • Sales: How do you sell your Ideas? Enterprise Thinking Tools • Redefining • Critical Path Methods • Task List • Alliances

  27. David’s Quotes • What’s in your tool box • Bad questions produce bad solutions… Good questions produce good solutions • The cost of the wrong strategy is disastrous. • David A. Goldsmith • People fall in love with their own ideas • It's not about working hard. It's not about working smart. It's about working less • People would rather make money than save money. • Don't try to raise the water in your glass by trying to raise the ocean. • A good strategy executed poorly will create better results than a poor strategy executed well. • Someone will always hate your decisions. • The language you use can control almost any situation. • Marketing is when the sales come to you and sales are when you go to get sales. CS: WWIT for the WIG Committee focusing on Tactics and Measurements to complete all projects by May 30, 2008.

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