Mi overview 020811
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John Bernard is the founder and chairman of Mass Ingenuity, a consulting firm that helps companies implement the NOW Management System. The system was developed over 30 years based on Bernard's experience turning around companies. It addresses common problems in management like unclear direction and accountability. Clients report increased employee engagement, reduced costs, and profitable growth after implementing the system. Mass Ingenuity consultants guide companies through customizing and installing the evolutionary practices.
Mi overview 020811
- 2. Agenda Who we are and what we do Origins of the NOW Management System Great economic shift and mass customization Management System components Client results and testimonials Employee engagement Summary Consultants John Bernard’s upcoming book
- 3. Who We AreCreators of the A Fully Integrated and Closed-Loop Framework to Drive the Proactive and DisciplinedExecution of Routine Work and Initiatives
- 4. What We DoGuide leadership teams through the customization and installation of evolutionary management practices
- 5. Origins of the NOW Management System
- 6. Origins of the NOW Management SystemJohn Bernard’s has consulted with diverse global industriesTechnology, service, distribution, utilities, banking, insurance, manufacturing, health care, education and governmentMore than 100 clientsNike, Baxter Healthcare, Tektronix, PacifiCorp, Kaiser Permanente, and Standard Insurance John has guided leaders and has an impressive track record as an executive Founder/CEO of a start-up professional services firm Senior vice president of a multi-billion-dollar financial services company with responsibilities for 1,000 employees
- 7. Origins of the NOW Management SystemBuilt from John Bernard’s 30-year quest to develop a management system that enables talented people to achieve spectacular resultsJohn played a major role in driving Omark Industries (Fortune 1000) to become an early leader in the U.S. quality revolutionLean, Six Sigma and process improvement emerged from these pioneering effortsJohn then spent two years studying lean, Kaizen and Six Sigma in Japan
- 8. Management Waste Ironically, John Bernard discovered that “management” is the most critical process
- 9. Yet, management processes receive the least attention and, generally, are very undisciplined
- 10. Management is burdened by tremendous waste
- 11. So, John applied leading-edge models to the process of management by building the Mass Ingenuity Management System Management WasteUnclear DirectionNo Line-of-SightUnclear AccountabilityInconsistent LanguagePoor Issue TransparencyInappropriate ResourcesInadequate Tools/Skills7 Deadly Sins of Management
- 13. What the Great Economic Shift Means
- 14. Capitalize on the Great Economic ShiftMASS CUSTOMIZATION“Which of our 32 colors would you like your car to be?”MASS PRODUCTION“You can have your car any color you want as long as it’s black”GREATRECESSIONINTERNET1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020
- 15. Shift to Mass Customization EconomyThe internet gave birth to the Mass Customization eraMass Customization is a fundamental shift in customer needs and expectations because we can now easily access the world’s marketplacesMass Customization means if we want to compete in the future we have to be nimble enough to customizeMass Customization is a marketplace revolution that demands a corresponding management revolution“This economic crisis doesn’t represent a cycle. It represents a reset. It’s an emotional, raw social, economic reset. People who understand that will prosper. Those who don’t will be left behind.”Jeffrey Immelt CEO, General Electric
- 16. NOWTHENManagerial HierarchyCustomer NeedDRIVERFunctionalProcess CentricORGANIZATIONCentralizedDecentralizedDECISIONSBig IdeasMicro-ImprovementsIMPROVEMENTManagementEveryoneUSE OF DATAAd Hoc, IntuitiveStandardized, Fact BasedPROBLEM SOLVINGSlowFastSPEED
- 17. NOW Management System is a Proven Game ChangerManagement is the most critical processYet, management receives the least attention and lacks discipline By applying leading-edge models to the process of management, Mass Ingenuity provides aFully integrated and closed-loop framework to drive the proactive and disciplined execution of routine work and initiativesNOW Management System creates a rapid and sustainable transformation
- 18. Gain a Competitive Advantage in this RevolutionWe can no longer afford to manage the “Henry Ford mass production” wayWe must implement game-changing management practicesInstalling the NOW Management Systemis our #1 greatest opportunity to significantly improve Employee engagementCustomer experienceProfitable growthWaste
- 19. Client Results and Testimonials
- 20. Expected Results Organizations move at the speed of need
- 21. Fired-up and engaged employees
- 22. Employees act in real time to leverage every opportunity and knock down every obstacle
- 23. Fewer errors
- 24. Decreased costs
- 25. Thrilled and loyal customers
- 26. Edged out competition
- 27. Increased profitability Typical Client ResultsProfitable GrowthReturn on Investment30x24x18x12x6x0xEmployee Engagement25-30% Improvement30% ImprovementCustomer Experience10-15% Reduction20-25% Improvement 3 6 9 12 15 18 24WasteMONTHS
- 28. Client Testimonials“By implementing the Mass Ingenuity management system we have achieved across-the-board results beyond anything we had imagined.” — CEO and Dental Director of Major Northwest Dental Association“Wow, what a positive change Mass Ingenuity made in our company! It catapulted us into the future with innovative thinking and great results. The Management System visually proved to our prospects and customers that we were the right supplier for them. The results were priceless! ” — Co-founder and CEO of Electronics Company“The System of Management delivered as promised on increasing employee accountability. Our business is all about deep customer relationships so this benefit is fueling our growth.” —Founder and CEO, Professional Services Firm "In the first three months we have knocked down the silos, began to think like an enterprise, and see future opportunity to become a true outcomes-based agency.”— State Government Director"If I had to do it all over again, I would have implemented a management system framework before I invested in lean throughout the organization.”— State Government Deputy Director
- 30. NOW Management System Drives Employee EngagementPrioritize and drive the execution of all work by connecting every employee to the key goals and ensuring they have the maximum authority to act on“Every Opportunity, Every Employee, Every Time”
- 31. Employee Engagement DataACTIVELY ENGAGEDACTIVELY DISENGAGED31%29%40%Data Courtesy of The Gallup OrganizationDISENGAGEDFailing miserably
- 32. Ideas Implemented Per Employee Per Year302302300250200150100500BANKRUPTToyotaMotorCompanyGeneral Motors77June 1, 2009Filed Chapter 11 1983
- 33. Micro-Ingenuity and Micro EconomicsAn idea that saves:$2.00In a process done each day:10 timesBy others who do the same work:12 colleaguesWho work each year:260 days$62,400 savings
- 34. Why Employee Engagement MattersResearch show that high‐engagement companies realized these results when compared to low-engagement companies19% increase in operating income13% increase in net income27% increase in earnings per shareSource: Towers Perrin and Peter Crush, “Employee Engagement ROI: Rules of Engagement”Six months after implementing their Management System, one client increased employee engagement 16.67%Despite having a company-wide wage freeze for the prior 9 months
- 35. Management System ComponentsA Fully Integrated and Closed-Loop Framework to Drive the Proactive and DisciplinedExecution of Routine Work and Initiatives
- 36. Improve Customer ExperienceReduce CostsAccelerate GrowthFUNDAMENTALSRoutine WorkBREAKTHROUGHSStrategic Initiatives7-Step Problem SolvingQuarterly Target Reviews
- 37. Routine WorkDeliver the routine work with the fewest possible resources
- 38. Connect every employee with clear accountability
- 39. Transfer skillsand authority to act to those who do the work
- 40. Create complete transparency about performanceNOW Fundamentals MAP℠
- 41. InitiativesCreate and execute plans proficiently
- 42. Communicate rationale, dependencies and risks
- 43. Set realistic expectations in line with available resources
- 44. Create complete transparency about initiative performanceNOW Breakthroughs MAP℠
- 45. Measuring ProgressDiscipline, accountability; need for action reinforced Facts are out in the open to deal with reality Constraints to goals are clear People prepared and motivated to take effective action Complete visibility of the organization’s performance Accomplishments recognized Opportunity to learn the business and expected behaviorsTarget Reviews
- 46. Typical Project TimelineAlignment with CEO Leadership Team Input Decision to LaunchFUNDAMENTALSTARGET REVIEWSBREAKTHROUGHS Launch 3 6 9 12 15 18Months**Project timeline can be compressed and is dependent upon leadership team availability
- 47. Summary Significantly alter the performance trajectory of your business Make a move early in the recovery to gain market share in an expanding market Tap into the talent of your people in ways you have always dreamed of Prosper in the biggest shift in a centuryNote: Discuss with Vince last
- 48. Leadership TeamNote: Vince’s suggestion is to delete this slide and replace with next one on “Consultants.” I don’t agree.Aaron HowardPresident and CEOJohn BernardFounder, Chairman and AuthorEd IsraelVice President of SalesKelly FergusonVice President of Professional Services
- 49. Mass Ingenuity ConsultantsAll project leads are seasoned consultantsSpanning all industries and sectorsCompetencies includeBusiness acumenExecutive and management experienceFacilitating diverse teams and culturesTrusted advisors
- 50. JOHN BERNARDAuthor, Executive, Entrepreneur,Keynote Speaker & ConsultantDue Fall 2011
Editor's Notes
- #10: All waste combined by sector (includes management waste)Manufacturing 25-30%Service 30-40%Government 40-50%+
- #13: Tell Story: 99 Designs…Other Story?************************************Let me lay some foundation to help you understand the revolution that is occurring:The wealth and prosperity of the United States must be credited to a way of doing business the dominated the last centuryMany credit Henry Ford with the management thinking that has become the underpinning of the way we run our businesses today.But along came the internet, and it gave birth to a new era, the era of MassCustomization, a time when through our computers at work and at home we can access the marketplaces of the world.Mass Customization isn’t a fad, it’s a fundamental shift in what the market wants and expects. Mass Customization means if we want to continue to compete we have to be able to customize our products and services to meet the UNIQUE needs of each customer.We’ve all witnessed the decline in manufacturing jobs in this country and watched as they went off to China, Vietnam, South Korea and other developing countries. This was and is the end of the Mass Production era – as Mass Customization now drives our economy.While this transition has been going on for years now, along came The Great Recession -- which I believe history will show was driven far more by this shift than by bad mortgage loan practices. More on that in a minute.
- #14: We are in the midst of one the most fundamental changes to our economic system in a century
- #21: “To me there is nothing more critical than engaging our 120 talented dentists in creating an extraordinary, patient-focused practice. By implementing the Mass Ingenuity management system we have achieved across-the-board results beyond anything we had imagined.” — CEO and Dental Director of Major Northwest Dental Association“Mass Ingenuity is a company that is easy to brag about! Wow, what a positive change it made in our company and the people who worked there! Despite 25 years in business, we were invigorated by Mass Ingenuity with the excitement of a new business. Mass Ingenuity catapulted us into the future with innovative thinking, great results, and employee growth. The Management System visually proved to our prospects and customers that we were the right supplier for them. The results were priceless! ” — Co-founder and CEO of Electronics Company“I am very impressed with the Mass Ingenuity System of Management delivered as promised on increasing employee accountability. Our business is all about growing deep customer relationships so this benefit is fueling our growth.” —Founder and CEO, Professional Services Firm "In the first three months we have knocked down the silos, began to think like an enterprise, and see future opportunity to become a true outcomes-based agency.”— State Government Director"If I had to do it all over again, I would have implemented a management system framework before I invested in lean throughout in the organization.”— State Government Deputy Director
- #29: MANAGEMENT must be viewed as a system, a collection of processes that are core to running the business such that it can successfully deliver in the NOW.I will share with you OUR NOW Management System, but I want to be clear our is not the only solution, but any solution must effectively enable
- #30: Permanente Dental…70% in red or yellow….Within a year it was down to 20%
- #37: KELLY: John will be sharing with you a preview of content from the book he is writing, Managing in the NOW, Business at the speed of Need. John Bernard brings an unusually practical perceptive to what it takes to create organizations that perform well in the NOW. An experienced entrepreneur, CEO, storyteller and author, I know you will both enjoy and value the time you spend with him this morning.