In Search Of Excellence


was the 1982 best-selling look at excellent companies and an attempt to identify the attributes they had in common that helped to make them successful. Thomas Peters and Robert Waterman studied dozens of American companies and deemed these companies to be excellent: Bechtel, Boeing, Caterpillar, Dana, Johnson & Johnson, Hewlett-Packard, Delta, Fluor, IBM, Procter and Gamble, McDonalds, 3M, Digital Equipment and Emerson Electric. The book gives many anecdotes describing incidents of unusual efforts by employees, contributing to long-term financial performance and growth. For example, IBM products were described to have higher cost than their competitors, and were harder to use. But ...

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are right, Frito would save money. However, analysts can not begin to predict the impact of service unreliability on the sales force, retailers, and eventually on the market share loss. The successful companies limited themselves to a handful of themes that were intense and repetitive, and highly successful in helping employees buy into themes. Quality and service were the hallmarks of these companies. In addition, everyone's cooperation was required; they demanded extraordinary performance from average employees. Productivity through people was a common theme. Excellent companies were ingenious on the basics. Companies worked hard to make things simple. They insisted on quality and made each customer feel vital. They listened to employees and treated them like adults. The excellent companies allowed for some chaos in return for quick action and regular experimentation. They simply persisted. Over-commitment on reliability by Caterpillar (forty-eight hour parts service anywhere ...

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reinforced degrees of winning rather than degrees of losing. For example, IBM sets goals so that 70-80% of its salespeople meets quotas. A competitor works so that only 40% of the sales force can meet its quota. Thus, about 60% of the salesmen feel like losers. Rate someone a loser and they'll think and act like one. The excellent companies' strategies are not only designed to produce winners, but to celebrate the winning. People tune out if they fail, because they blame the system. If they win, they feel they are responsible. Too much information can overload people. Excellent companies keep corporate staff small. There isn't enough corporate staff around to generate as much ...

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PAPER DETAILS
Added: 6/21/2007 12:13:18 PM
Category: Book Reports
Type: Premium Paper
Words: 1835
Pages: 7

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