Big Ideas to Big Results : Remake and

Why do most corporations fail to achieve breakthrough performance? They make things too complex. They clutter it with jargon and confusion. They dither on the launch pad. They hire too many consultants, chase after too many fads. It doesn't have to be that complicated.

Michael T. Kanazawa, chief executive officer of Dissero Partners, is a business advisor, author, and speaker. Michael serves as a business advisor to executives on the topics of corporate transformation, strategy, business execution, and leadership. Previously, he built the technology and innovation practice at a premier consulting firm that spun off from the Boston Consulting Group. With a blend of operating experience at Fortune 500 companies and collaboration on the development of the Accelerated Corporate Transformation (ACT) process, he brings a practical approach to driving breakthrough growth to his clients. He has worked with organizations including Silicon Valley start-ups, private equity investors and global corporations, such as AT&T, Anadigics, Intel, PG&E, Schlumberger, Symantec, and Verizon.

Robert H. Miles, Ph.D., chairman of Dissero Partners, is a thought and practice leader in the fields of corporate transformation and executive leadership. He also serves as chairman of Galloway Consulting and president of Corporate Transformation Resources. Miles was a faculty member at the Yale School of Management and later at Harvard Business School, where he chaired the innovative program for CEOs, division presidents, and their teams that generated the initial insights for the ACT methodology. He has authored several books on his intensive support of corporate transformations at over twenty-five companies, including Corporate Comeback and Leading Corporate Transformation.

A Better Way	p. 1
The Sugar High	p. 3
Get Your ACT Together	p. 6
Make Transformation a Simple Routine	p. 9
Endnotes	p. 11
Breaking Through Gridlock	p. 13
Gridlock! The Task Overload Epidemic	p. 13
Where Did All of This Clutter Come From?	p. 14
The New Definition of Big Box Retail	p. 15
Task Overload Undermines Accountability	p. 16
One Company-Not Many	p. 18
Busting Through Gridlock: Getting Started	p. 19
The Leader's Challenge: Less Is More	p. 20
Fighting Fires Versus Fire Prevention	p. 23
Endnotes	p. 24
Creating Safe Passage	p. 25
Safe Passage-A Clear Transformation Process	p. 25
The ACT Process Basics: Powerfully Simple	p. 28
This Is Not a New Religion, Just a Better Way of Managing the Business	p. 30
Endnotes	p. 32
Confronting Today's Reality	p. 33
The Emperor's Ugly Clothes	p. 35
Dialogue Versus Discussion	p. 36
Generating Dialogue as a Leader	p. 37
Priming the Pump	p. 39
Canary in a Coal Mine	p. 41
On the Outside Looking In	p. 44
Talk with Customers and Noncustomers	p. 47
You Are Here: Map the Market	p. 48
Confronting Reality Work Session	p. 52
Endnotes	p. 54
Sharpening the Strategy Arrow	p. 55
A One-Page View of the Future	p. 56
Creating a Strategic Vision	p. 60
Business Success Modeling	p. 63
Due Diligence on Yourself	p. 65
Endnotes	p. 71
Absolute Alignment	p. 73
Translation to Three Corporate Initiatives	p. 74
Have You Lost Your Marbles?	p. 76
What NOT to Do	p. 78
Zombie Projects	p. 78
Restack the Whole	p. 80
Individual Commitments to Action	p. 83
Alignment of Commitments-Reducing Silos	p. 84
Alignment of Values	p. 87
Don't Try to Replicate the Scout Oath	p. 87
Put Your Money Where Your Mouth Is	p. 89
The Bottom Line on Alignment	p. 90
Endnotes	p. 93
Rapidly Engaging the Full Organization	p. 95
It's All about the Results	p. 96
Quantum Jumps	p. 98
"Back in Black" Friday	p. 99
Employee Engagement Is Not Barbeque	p. 100
High-Engagement	p. 101
Critical Importance of Dialogue	p. 101
Hear It from My Boss	p. 102
Unbounded, But Grounded in Reality	p. 102
Putting It All Together	p. 104
Reaching Scale and Speed	p. 109
Lighting 1,000 Fires Only Gets You Burned	p. 110
Endnotes	p. 112
Productive Speed	p. 113
Get the Train Moving, Now	p. 113
The Benefits of Productive Speed	p. 116
All Aboard at Internet Speed	p. 118
Designing the Process for Speed	p. 121
The No-Slack Launch	p. 123
Quick Starts	p. 127
How Do You Keep Time?	p. 131
Speed as a Leadership Discipline	p. 133
Endnotes	p. 134
Creating Leadership Power at All Levels	p. 135
The Power Curve	p. 136
The Under-Powered Organization	p. 137
Shifting Up the Power Curve	p. 137
Executive Management	p. 138
This Is Your Day Job	p. 139
Everyone Takes a Half Step Up	p. 140
Middle Management	p. 141
A Real High Flyer	p. 142
Front-Line Managers	p. 143
Big Ideas from within the Team	p. 145
Sharing Power Creates Power	p. 147
Endnotes	p. 148
Building Operational Traction	p. 149
Commit with Confidence, Publicly	p. 150
Building Traction	p. 151
Accountability	p. 156
Simple Closed-Loop Accountability	p. 156
Promises Versus Declarations	p. 160
Shoot for the Moon-Drive Innovation	p. 161
Above and Below the Waterline	p. 163
Don't Get Overly Fixated on the Dashboard	p. 164
Ground Truth: The Real Results	p. 166
Misguided Incentives	p. 168
Performance Coaching	p. 171
Endnotes	p. 173
Over the Hump and Into the Slump	p. 175
Post-Launch Blues	p. 178
Ballast and Keel	p. 179
Mid-Course Adjustment	p. 181
The Process Is Not a One-Time Overlay	p. 182
Mini-Cascades	p. 184
Launching the New Year	p. 187
Oh Right, the Behaviors	p. 191
You Don't Get to Relax	p. 192
Plan to Punctuate the Equilibrium Regularly	p. 192
Endnotes	p. 194
Are You Up to the Challenge?	p. 195
White-Hot Commitment of the Leader	p. 196
Change the People, or Change the People	p. 197
You Don't Have All the Answers (And Nobody Expects You To)	p. 201
Get Real	p. 203
Go For It!	p. 204
Endnotes	p. 205
Afterword	p. 207
Acknowledgments	p. 217
About the Authors	p. 221
Index	p. 225
Table of Contents provided by Ingram. All Rights Reserved.

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Big Ideas to Big Results : Remake and Recharge Your Company, Fast

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