Abstract
Win-win is the key approach in order to achieve results. This chapter addresses how our four companies have faced the win-win challenge with the help of the “9 questions” tool. This tool offers the basis for implementing SPDM operational culture. It provides nine concrete questions that any manager can offer his team, in order to destroy any blocking factors that the team might encounter, so as to achieve sustainable efficiency.
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Notes
- 1.
See Chapter 14 in my book How to Make Things Happen
- 2.
Power struggles are pointless as far as I am concerned. I know others do not think so, but I do. A waste of time based on egos. Whenever I can, and they let me, I shoot them down. Personally, I have no time for mediocrity.
- 3.
See Chap. 1.
- 4.
Remember Chap. 6.
- 5.
In July 2018, Spain’s National Statistics Institute (INE) tallied 28.5 million overnight stays by foreign tourists, 2.2% down on the same month in 2017. The trend is downward and that means redesigning the service or sliding into a price war. Big mistake!
- 6.
Remember Chap. 3.
- 7.
We affectionately call the value chain “the churro” as it took up the whole wall in the room we used for a year as the project’s headquarters. The churro completely staged the entire flow, from start to finish, including activities and times consumed. This photo became mythical, because people gazed at it almost in wonder at the amount of unproductive time that existed. Translator’s note: A churro is a Spanish snack consisting of a strip of fried dough sprinkled with sugar. They are so long when made that they need cutting up before serving.
- 8.
Remember, brainpower all the way.
- 9.
Director and deputy director included.
- 10.
The project ended with almost all the results expected so the bonus was not paid out in full, but almost. This was a thorn in the side of the manager in charge of the project.
- 11.
It may seem irrelevant, but in every company administrative coordination of meeting times and room location has been a blocking factor. Having somebody in each group in charge of looking for rooms was most important for I-CAN at Achilles, and exactly the same at Pegasus. At Pegasus, some groups wanted to meet outside the office in order to get some peace and quiet, and work. All this mess needs sorting out, otherwise much valuable time is wasted.
- 12.
Already explained in the previous chapter using service modules.
- 13.
Some of the 70 needed a lot of help in order to absorb their role as pivots for the change.
- 14.
But without haste.
- 15.
Readers of my previous book will know that there is a Portuguese unit that uses the SPDM approach in its academic and consultancy work. “The nine questions” is one of their favorite tools.
- 16.
Insurance is another sector in the throes of great change. Clients are changing abruptly, new archetypes demand new solutions and accident rates are being modified. It is a sector that has made a lot of money and is very aware that in future the bonanza will not be what it was.
- 17.
And duplicating effort, and that flies in the face of efficiency. An unforgivable sin!
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Chapter 8: Conceptual Appendix
Chapter 8: Conceptual Appendix
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I.
The Nine Questions Structure
Derive the blocking factors from each questionnaire, put them together in numerical order and list them.
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II.
Problems Over Fulfilling the Promise
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Add in the problems found in accomplishing the Mission (F.A6).
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Evaluate the blocking factors in line with the Mission’s priorities. To do that:
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Enter the Mission’s dimensions/criteria/ratings at the top of F. B3.
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Apply each criterion’s rating to each blocking factor.
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Add them up.
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Keep each blocking factor’s original number (or P for the Mission’s problems) but get rid of the questions and turn it into a running list.
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Now each blocking factor will have only its original number and rating.
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Rank them by score from the top-down.
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Use this list of top blocking factors to draw up action plans to eliminate them.
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High- and low-rated blocking factors may come into play, but always stick to the spirit of high-rated ones.
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List the projects derived from the blocking factors and the nine questions.
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III.
Moments of Truth and Their Criticality When Fulfilling the Promise
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Problems that prevent finding MTs and become blockages.
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Muñoz-Seca, B. (2019). Altogether Now! We Need Everybody’s Effort Implementing the “9 Questions” Tool. In: How to Get Things Right. IESE Business Collection. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-14088-5_8
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