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I IN 1982, Tom Peters and Bob Waterman released In Search of Excellence: Lessons from America’s Best-Run Companies. Yet, Peters and Waterman pointed out that there were bright spots in the economy. Buried within the text, Peters and Waterman offer the bottom line of how to identify excellence in companies. Feel familiar?
We can design—and redesign—organizations, institutions, and systems to better absorb disruption, operate under a wider variety of conditions, and shift more fluidly from one circumstance to the next.” That necessitates a leader that is reflective and operates from strength rather than weakness; a grounded mindful leader.
Tom Peters and Robert Waterman called it “management by wandering around” or “MBWA” in their classic book In Search of Excellence. One way to demonstrate that link is to integrate employee engagement survey data with operational and financial metrics.
Part of the article reports on “a recent study conducted by Marshall Fisher, a professor of operations and information management at Wharton, and other colleagues.” Excellence author and management consultant, Bob Waterman explains, “Carrying out a decision doesn’t start after the decision; it starts with the decision.
There is a lot at stake here for GE’s operations strategy. Todd Waterman, GE’s corporate Lean leader, is leveraging GE Appliance’s insights with other GE units. General Electric Operations Strategy' As I wrote in a previous post , GE Appliances is on a journey to prove that it can bring manufacturing back to the U.S.
Waterman’s In Search of Excellence , that praised the unique management structure and corporate culture of computer then-giant Digital Equipment Corporation (DEC). And, of course, many of the people who operate inside a group do not actually share the values espoused as belonging to the organizational culture.
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