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HOME/COVER Page
Table of Contents Acknowledgements
i Editor's Tips
ii Welcome
iii About the Author

Part One: Focus
Creating Value

Part Two: High Performance
Energizing the Organization
Talking the Truth
Leader as Hero?
The Four Deadly Sins

Part Three: High Performance
Fit to Win

Part Four: Execution
Acquiring Market Savvy
Fulfilling Your Brand Promise
Out Think the Competition
Extraordinary Execution

Tools Index
Stories Index

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Thought Partnerships:


Creating thought partnerships is a critical ingredient for ensuring a savvy company.

People need to be helped to understand the concept of partnering with each other to create solutions that add value to the organization, and that stretch across boundaries.

The Capacity For Extraordinary Action:

Once a company has considered the intelligence it has gathered, thought about itself in its business environment, and reached a decision; it has to execute its intentions.

It has to act more quickly, with more cunning, and with greater skill than its competitors if it is to thrive in its environment.

How do you get your company to act with skill and focus? How do you come to do what you do, so well, that customers wants to do business with you rather than anyone else?

26. Preparing People To Act Well: Avoid Motivation Killers

Tool Preview: Provoke your people into extraordinary action and build a company environment that supports it by avoiding motivation killers. [Read Now]

27. Manager’s Thumbnail Guide For Building A Highly Competent Organization

Tool Preview: A thumbnail sketch of how line managers can support the efforts of the company to build a high-performance ethic. These concepts serve as a foundation for the tools and ideas offered in section 10. [Read Now]

The Dawn Gentry And CSG Inc., Story: This company appears to be doing the things that make it “fit to win.” They are gathering intelligence with a clear eye on events beyond themselves. They make sense out of what they see. They think about what they do and how they do it. They partner with suppliers and customers. Finally, they execute well. See what you think. [Read Now]

The Jack Ricks Glass Story: This company uses a simple common sense approach to ensuring that they are fit to deliver what they promise. They’ve set, hard-nosed, practical frame of reference for the way they grow their business. Yet, many of their “common sense” approaches reflect a less complex form of many of the good practices used by many larger companies. [Read Now]

Recommended Readings For Section Six:

  1. Ardi, D. B., "Voices: Collective Wisdom," in Forbes ASAP, www.forbesasap.com, March 25, 2002.

  2. D’Alessandro, D., Brand Warfare: 10 Rules For Building The Killer Brand, McGraw – Hill, New York, New York, 2001.

  3. Dyer, J.H., Collaborative Advantage, Oxford, 2000.

  4. Fieldsend, Anna, “Brand fundamentals: The Value of Brand to your Business,” available at http://www.allaboutbranding.com 2001.

  5. Mackay, H., Swim with the Sharks Without Being Eaten Alive, Fawcett Books; Reissue Edition, September, 1996.

  6. Knapp, D.E., The Brand Mindset, McGraw-Hill, New York, 2000.

  7. Mark, M., and Pearson, C.S., The Hero And the Outlaw, McGraw-Hill, New York, 2001.

  8. Peppers, D., & Rogers, M., The One To One Manager, Currency/Doubleday, New York, New York, 1999.

  9. Ries, A., & Trout, J., Bottom-Up Marketing, Plume/Penguin, New York, New York, 1990.

  10. Yoffie, D.B., & Kwak, M., Judo Strategy, Harvard Business School Publishing, Boston, MA, 2001.

Back to Table of Contents   Continue to Part Four