Blue Ocean Strategy Chapter 8. Team 3 Mason Mitchell Randy Greinert Sarah Yelverton Alec Cooper. Build Execution into Strategy. Executing Blue Ocean Strategy Removing roadblocks is key, we are starting with a blank canvas. Want everything right the first time. . People.
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strategy from the very beginning.
the purchasing gap. Lead time.
Demonstrates how the three E principles of fair process play a role in a companies ability to implement a new strategy into an organization
As domestic demand fell in the elevator industry, sales for Elco, an elevator systems manufacturer, began to decline
Elco set out to implement a blue ocean strategy that would offer customers a greater value product while lowering its costs
- “They were the ideal work force”
- They had created a strong union and were expected to “resist change”
“Trust and commitment at the Chester plant deteriorated quickly.”
High Park Plant
Not as labor, personnel, or human resources but as human beings who are treated with full respect and dignity and appreciated for their individual worth regardless of hierarchical level.
Individuals seek recognition that their ideas are sought after and given thoughtful reflection, and that others think enough of their intelligence to explain their thinking to them.
There is an eagerness to trust and cherish the individuals as well as a deep-seated confidence in the individuals knowledge, talents, and expertise.
When individuals feel recognized intellectually They are willing to share their knowledge. Creating active idea and knowledge sharing
When emotionally recognized they feel emotionally tied to the strategy and inspired to give their all.
Intellectual and emotional recognition
Trust and commitment
Refusal to Execute Strategy
Intellectual and emotional Indignation
Violation of Fair Process
Distrust and Resentment