Jeff Kinsey's Reviews > Certain to Win

Certain to Win by Chet Richards
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Apr 19, 10

Read in February, 2010

How do you review a whole book in a few words?

Allow me one approach. To highlight a nugget that changed my vantage point. Via a personal story (or two)... by highlighting just one of the chapters. Each chapter is worthy, it just happens that this chapter immediately triggered a "reset" in thoughts about lay offs after breakfast one morning...

Chapter III
Certain to Win by Chet Richards

Colonel John Boyd is reported to have extracted four significant factors from his study of the Blitzkrieg, and called it creating "an organizational climate for operational success:"

1. Einheit: Mutual trust, unity, and cohesion
2. Fingerspitzengefuhl: Intuitive feel, especially for complex and potentially chaotic situations
3. Auftragstaktik: Mission, generally considered as a contract between superior and subordinate
4. Schwerpunkt: Any concept that provides focus and direction to the operation

Those that have studied the Toyota Production System (TPS also known as Lean Manufacturing) in any depth have reported the cultural aspect of Lean that is extremely difficult to duplicate. Especially in the West where we have more concern about the next quarter's numbers than building victory upon victory towards a long term vision of success. One of the reasons I have been so interested to see what Bob Nardelli is going to do at Chrysler LLC (now a privately held firm). But I digress...

Chet Richards states that it is "no accident" that mutual trust heads this list. It is also the biggest reason that I and most other Constraints Management gurus are so opposed to lay offs. For me, two reasons are core: first, lay offs send the wrong message. They say, "You are not worthy."

At breakfast last week, the conversation at the next table was about the slow down in the local economy. One gentleman commented that he was gearing up for the "I can do my job and Fred's job, whereas Fred can only do his job." How sad. Competition not against other companies in the marketplace, but for one another's job!

The concept of trust within the firm goes right out the window!

Second, lay offs costs thousands if not tens of thousands of dollars in waste. Anti-Lean to the max! As I have mentioned before, Jesse Jackson is right when he says that America cannot afford to throw people away!

Several times in Certain to Win, Richards explains a concept that I had not given enough thought: there are people in your organization that do not belong. Even if your payroll is four people! Before studying this book at length, I would have made this statement to all the employees of any company that I might purchase or lead as interim CEO:

"There will be no layoffs. Period."

Today, I would state it differently. "There will be no layoffs. However, there are people on the payroll that do not belong here. During the next 30 days, I will identify who you are and out place you, or, your attitude will make a sharp 180 degree turn and you will become a positive force to advance the mission of this company."

In order to create an agile force in the marketplace, trust is required.

FYI: Our collective trust has been broken by Wall Street.

Wanted: Leaders to restore that trust.
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Reading Progress

04/06/2009 page 27 "Honda motorcycle division introduces 113 new models in 18 months!"

Comments (showing 1-2 of 2) (2 new)

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message 1: by Ash (new) - rated it 5 stars

Ash Moran I've just seen this in C8 of TLTP, and added it to my to-read. Definitely something I'd like to read this year. Interested to know what you think of it when you've finished it...


Jeff Kinsey I have actually read it several times. Here are thoughts closer to the actually reading:

http://is.gd/9kPiq

Bottom line, it is better than I hoped!


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