035 Do boards matter?

jannice-photo-1
Jannice Moore

In this episode, I interview Jannice Moore, President of The Governance Coach, a consulting firm that specializes in coaching boards. Over the last 22 years, The Governance Coach team of consultants has assisted over 500 boards to improve their governance, with particular attention to the clarity of roles between board and CEO.

Website for Reference: www.governancecoach.com

Charles G. Chandler, Ph.D.
cchandler@AssumptionAnalysis.com

034 Goal setting can do more harm than good

dsc02562In this episode, I describe how goal setting can do more harm than good. In many organizations, goal setting is being widely used as over-the-counter medicine that “is good for what ails you” when in reality it is prescription strength medicine that needs to be administered carefully, and only after full awareness of its potential side effects. The recent Wells Fargo scandal seems to be a case of goals gone wild.

Charles G. Chandler, Ph.D.
cchandler@AssumptionAnalysis.com

References:
1. Taylor, F.W. 1911. The Principles of Scientific Management. Dover Publications: Mineola, NY (1998 edition).

2. Deming, W. E. 2000. Out of the Crisis. MIT Press: Cambridge, MA.


 

033 Can an organization take its values to the bank?

dsc02684Let’s talk about the value of virtuous values. The first phase in our approach to Management by Positive Organizational Effectiveness is “Be Virtuous”. It is all well and good to have virtuous values, but can an organization take its values to the bank? The quick answer is “yes”, and I explain how in today’s episode.

Charles G. Chandler, Ph.D.
cchandler@AssumptionAnalysis.com

032 Become Great

Over many weeks this podcast has explored a new way to think about organizations and their effectiveness, which I have labeled Management by Positive Organizational Effectiveness. It advocates the use of a three-phase process for securing one or more niches within your chosen environment: Be Virtuous, Discover Effectiveness, Become Great.

In this episode, I explore what it means to “Become Great”, at least within the context that we have explored in the podcast. I reference the efforts by Jim Collins and Tom Peters to produce a series of books over several decades dealing with being great and achieving excellence. My approach does have something in common with Tom Peters’ work, and that is noted.

This episode also has the same title as the final chapter of my forthcoming book (Become Great by Serving your Environment: Management by Positive Organizational Effectiveness), so it marks something of a milestone. Both the podcast and the book have been charting a course away from the present age of ‘efficiencyism’ toward the Age of Organizational Effectiveness. This episode marks the end of the mapping phase, but the start of the real journey.

My passion is for 10,000 organizations to begin a journey to “be virtuous, discover effectiveness, and become great” by the year 2025. Are you ready to join a movement?

Charles G. Chandler, Ph.D.
cchandler@AssumptionAnalysis.com

031 Examples of Positive Organizational Effectiveness Now

In this episode, I provide examples of organizations that exhibit positive organizational effectiveness (+OE) now. I discuss business organizations that I believe currently qualify as good examples, such as Google, Netflix, Salesforce.com, IDEO, IKEA, and SweetGreen. I also mention examples of organizations that I would not currently associate with +OE, such as Amazon, Apple, GE, and IBM (for various reasons). The organizations cited in this podcast should be viewed simply as examples of what we would look for in +OE, rather than paragons of their type. Adequate information was not available on each business to make a detailed judgment.

As considered here, Positive Organizational Effectiveness is verified by observing the strength of three indicators associated with an organization: (1) virtuous internal behaviors that focus on doing the right things right the first time and every time (and the absence of scandal), (2) expected external behaviors that signify strong uptake, adoption or use of an organization’s offerings by its environment (i.e., continuously validating the causal chain of each of its offerings), and (3) the occupation of one or more niches that are vital to the functioning of its chosen environment. These three indicators can be thought of as corresponding, respectively, to the three phases of +OE: (1) be virtuous, (2) discover effectiveness, and (3) become great.