Overview Background info –Current org chart –Pre-determined solution –Ditch –Time Management –Challenges (Original CS from class) Enterprise Thinking Principles

OverviewBackground 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

VP R&D

Ops NYC (2)

Regional

2 Agents

Rez Supervisor

Manager (2)Director (2)

3 Agents

Rez Manager

Distribution

Director (4)

Analyst

Director (4)

2 AnalystDistribution

Rez Manager

3 Agents

Regional VP Ops

Director (3)

Rez Manager

Analyst

2 Agents

RegionalVP Ops

2007 East Coast Revenue & Distribution Organization Chart

(phd required)

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??

DitchFocused on Solutions

“Bad questions produce bad solutions…”

Outlook Calendar

Summary

Innovative/Major Projects: 15%

Director – Maintenance: 60%

Regional – Maintenance: 25%___________________________________________

Goal

Innovative/Major Projects: 60%

Regional – Maintenance: 40%___________________________________________

Conference Calls: 20%

Challenge Statement (CS)• I am an employee and 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.

Man amongst Beans

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

Enterprise ThinkingPutting First Things First

Urgent Not Urgent

Imp

ortan

t

Quadrant I Crisis/Fires Pressing Problems Deadline Driven projects, meetings, reports

Others Perspectives!!

Quadrant II

Preparation and Planning Prevention Relationship Building Accounting for results

Mental breaks . . . VACATION

No

t Imp

ortan

t

Quadrant III

Needless interruptions Unnecessary reports Unimportant meetings, phone calls, mail, email Other People’s minor issues

Control technology, don’t let it control you!!

Quadrant IV

Trivia, Busywork Irrelevant phone calls, mail, email Surfing the internet Time-Wasters

The Enterprise Thinking Box

Enterprise Thinking Molecule

Enterprise Thinking Gears

Enterprise Thinking Kaleidoscope

Redefining

Yes No

1. Is the CS one Issue? No

1) Committee Behind 2) Time 3) Unorganized

The WIG Committee I am leading is constantly behind on their projects.

2. Is the CS present or future tense? Past

The WIG Committee I am leading is not completing their projects.

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.

Redefining

The WIG Committee I am leading is not completing their projects.

Yes No

3. Is the CS a problem or a solution? Problem

4. Are the CS's facts verifiable? No

The WIG Committee I am leading is not completing projects on a timely basis.

5. Are the CS's assumptions valid? Yes

6. Is the CS essential to your overall goal? Yes

Reframe Challenge Statement

+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

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.

Reframe Challenge StatementGood questions produce good solutions

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.

The WIG Committee focusing on Tactics and Measurements should complete all projects

by May 30, 2008.

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.

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.


• 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

Existing Structure/SystemWhat’s in your toolbox?


Systems & Structures: Critical Path

A good strategy executed poorly will create better results than a

poor strategy executed well.David Goldsmith


Selecting the Best Projects

Projects Hours TimeImpact on WIG

(1-100)ROI $

(thousands) People Priority

Create Idea Bank 4 2 Weeks 25 1,600 2 3

Standardize Weekly Revenue Report 180 9 months 75 4,000 6 1

IDeaS Audits System 12 4 weeks 60 1,500 3 2

Standardize Forecast & Budget Report 180 9 months 65 2,000 6 4

Enhance Month End Reports 28 2 months 45 1,500 3 5

Reassess/Enhance The Negotiator 14 1 month 25 3,094 3 6

Systems & Structures: Task Lists


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.”


7 Types of Alliances

Ad Hoc Short TermMinimum Resources

Consortium Long Term Low Resources

Project Joint Venture

Short TermMedium Resources

Joint Venture Long Term High Resources

Merger Long Term High Resources

Acquisition Long Term High Resources

Affiliate Various Terms Low ResourcesModified Lorange and Roos


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

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.


Documents

Overview Background info –Current org chart –Pre-determined solution –Ditch –Time Management –Challenges (Original CS from class) Enterprise Thinking Principles