On January 28, 1986, the world watched in horror as the Space Shuttle Challenger broke apart 73 seconds into its flight, leading to the deaths of all of its seven crew members. Part of the massive media coverage was the fact that Christa McAuliffe was one of the seven. She was the first female teacher in space. What followed was an exhaustive effort to determine the cause of the disaster. Top investigators, using the latest in technology and aeronautical engineering expertise, examined every square inch of the shuttle, ran countless experiments, and perused thousands of pages of aircraft blueprints.
The failure of one O-ring seal was determined to be the cause of the Space Shuttle Challenger disaster. A contributing factor was cold weather prior to the launch. This was demonstrated by Cal Tech physics professor Richard Feynman when he placed a small O-ring into ice-cold water and subsequently showed its loss of pliability before an investigative[…] Continue...
In today’s hyper competitive market customers long for organizations they can trust. They trust organizations who consistently deliver great experiences. The kind of experiences that take the customer’s breath away!
We believe there are three ingredients that create this superb service greatness recipe. Those ingredients are: the dream, the drive, and the discipline.
The dream (or service vision) must be aspirational while providing a clear picture of the distinctive service experience the unit or organization seeks to consistently create, both internally and externally.
The drive is the stick-to-it-ive-ness needed to stay the course until new practices become everyday habits.
The discipline means hardwiring standards (expectations) and norms (evidence) into the performance management process so there is both clarity and accountability.
Partnerships work when they have common goals, values, and purpose. Having a compelling[…] Continue...
We have been noticing how almost anyone in organizations these days can check everyone else’s calendar/ availability. It might be contributing to the meeting mania that seems to be mushrooming; “number of meetings” booked has emerged as the new status symbol. Having a meeting to plan another meeting is now trumped by having a meeting to plan the meeting that is aimed at planning a meeting! But, we recently had one refreshing deviation from the paralysis from analysis method of avoiding a responsible, take-a-stand decision.
We were trying to schedule an hour phone conversation with a very senior leader of a large manufacturing company. His on-the-ball assistant looked at the leader’s calendar for his availability at a requested time and said, “I know he wants to get some time with you, but he has that entire morning blocked out to meet with a group of customers. He wants to get their participation in planning a new product launch.” […] Continue...