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PAST EVENT - Global Lean, Six Sigma and Business Improvement Summit & Awards
Ramada Orlando Celebration Hotel and Convention Center, Orlando. FL (October 14-17, 2008) |
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| May 2008 |
KERRY PATTERSON - Influencer: The Power to Change Anything
What do a high-powered Fortune 500 executive, a tribal leader in sub-Saharan Africa, and the founder of a San Francisco-based conglomerate run exclusively by ex-cons have in common? They’ve all helped themselves and others change behavior. In other words, they’re all influencers. The Fortune 500 executive brought a new product to market in a third the time of her predecessors—saving a struggling company. The tribal leader eliminated a deadly disease. The founder of the San Francisco conglomerate transforms hookers, thieves, and drug dealers into productive citizens.
Each of these influencers has solved some of the world’s most profound problems. We all want to be influencers. Hardly a day passes that we don’t try to influence ourselves or others to do something new and different. Whether you are looking to improve your relationships with your direct reports or motivate your employees to demonstrate more concern for profitability, you are continually working on ways to exert influence. And yet, in spite of the fact that we are routinely trying to help ourselves and others alter their behavior, few of us can articulate a model of what it takes to do so. Its time this changed.
In this fast-paced and inspiring presentation based on the New York Times bestseller, Influencer: The Power to Change Anything, Kerry Patterson will examine how one can create rapid and sustainable change. You will journey from San Francisco to Thailand and meet influence masters who have made change not only achievable and sustainable, but inevitable. You’ll find out why some managers have increased productivity repeatedly and significantly—while others have failed miserably. In short, you’ll discover how to:
- Motivate yourself and others to do things you don’t feel like doing
- Rapidly master new skills to achieve greater results
- Harness the power of peer pressure to accelerate change
- Quickly amass the social influence to change the behavior of hundreds or thousands of people
- Use the invisible and constant power of the environment to make change the path of least resistance
The most important capacity you can hold is the capacity to influence behavior. Once you tap into the power of influence, you can begin to solve the problems you care about most—from the simplest to the most persistent, resistant, and profound challenges you can imagine.
DR MIKEL J. HARRY - The Great Discovery: How Six Sigma can Empower the Ordinary to Achieve the Extraordinary!
In today’s business environment, there are three imperatives that are crucial to success. First, business leaders, at all levels, must seek new and better ways to make their organization more innovative – in everything they do. Second, business leaders must continually strive to capture and deploy world-class practices that support the design and flawless execution of critical work processes. Third, business leaders must develop and retain a workforce of world-class leaders if the latter two objectives are to be fully realized.
To realize the aims of these imperatives, an organization must change the inner core of how its leaders and work teams think. But why is it so necessary to change the pattern of reasoning? Simply stated, every business breakthrough first begins its life as a thought; and a thought is the result of how a person (or group of people) thinks.
The Great Discovery is about a proven, systematic, time-tested way of leadership thinking. It is a way of thinking that has been proven to increase a work team’s odds of success – in everything they do. This incredibly powerful way of thinking has demonstrated its ability to transform ordinary work groups into high performance teams that consistently deliver breakthrough in business results.
The Great Discovery can be rapidly deployed throughout any type of enterprise, regardless of product or service orientation – from the bottom-up or top-down. It represents a way of thinking that can be quickly adopted and implemented by individuals and teams alike. In this sense, The Great Discovery can be immediately leveraged by leaders to better direct work teams toward the realization of a business dream or stretch goal.
Owing to its simplicity, The Great Discovery is a natural way for cross-functional teams to better communicate and more effectively coordinate their improvement efforts. In this context, The Great Discovery can alter the DNA of an enterprise; and when this happens, the organization can begin to produce better, higher value-based results.
Because of its broad base of power, The Great Discovery can escape the classical boundaries of a work team and be used by its members to bring about a higher quality of life. In other words, The Great Discovery can be applied in your work life, practiced in your personal life and adapted to your home life. Simply stated, The Great Discovery enables the ordinary to achieve the extraordinary!
STEVEN J SPEAR - Chasing the Rabbit: Why Market Leaders Outdistance the Competition and What Great Companies Can Do to Catch Up and Win
High velocity organizations, thrive despite the difficulty of their market’s structure. Even though an abundance of competitors, minimal barriers to entry, and inabilities to lock up customers and suppliers means cutthroat competition and a precarious existence for most, these market leaders race in front of the pack, as if without rival. Examples are across the board. Well known ones include Toyota, which pulls in remarkable profits year in year out as its challengers try to eke out a living. Southwest has recorded profits for more than thirty years while its competitors struggle to hang on. Alcoa has great economic success while making itself the safest large employer in the country. Less well known but equally impressive are the fabs that make integrated circuit in half the time, with half the scrape, and hospitals which deliver far better care to many more people at far less cost than is typical. Though dissimilar by their business situation, these leaders share common keys to success. They are able to self-correct, self-improve, internally innovate, and organically invent with a speed, endurance, and agility unmatched by their challengers. In this session, we will explore the capabilities that underpin such dynamic performance and investigate what leaders must do to accelerate their own organizations.
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