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The Outstanding Organization: Generate Business Results
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Winner of The Shingo Research and Professional Publication Award!
After two decades in the trenches of helping companies design and build better, more efficient operations, Karen Martin has pinpointed why performance improvement programs usually fail: Chaos, the sneaky but powerful force that frustrates customers, keeps business leaders awake at night, and saps company morale.
In The Outstanding Organization, Karen offers a toolbox for combating chaos by creating the organizational conditions that will allow your improvement efforts to return greater gains.
Proven, practical, and surprisingly simple, Karen's system focuses on four key behaviors for organizational excellence--Clarity, Focus, Discipline, Engagement--that, once instilled into a company's DNA, open the door to sustainable growth and profit. This well-organized, inviting-to-read guide reveals everything you need to know about:
- How the lack of clarity and focus adds millions of dollars of unnecessary labor expense and slows progress on all fronts
- How you can gain a competitive edge by adopting the type of disciplined behaviors typically found in the military, science, law enforcement, sports, and the arts
- Why you should stop worrying about employee satisfaction--and start concerning yourself with employee engagement
- Why adopting various improvement approaches without building a foundation for success won't solve your problems--and will likely create more chaos
Although you don't like the chaos that you're currently coping with, you've probably come to accept it. You don’t have to if you follow the path Karen lays out.
This no-nonsense book helps you get to the crux of the problem, so you can inject the sensible, disciplined calm that enables the levels of performance and innovation mandated by today's business environment--and help your organization become truly outstanding.
Praise for The Outstanding Organization
"Too often, outstanding performance seems out of reach. Karen Martin explains, with elegant simplicity, why so many organizations 'can't get there from here.' Better yet, she provides clear, actionable advice on building a foundation that will allow anyone to achieve excellence."
-Matthew E. May, author, The Laws of Subtraction
"This fast-moving book gives managers a series of practical, proven strategies and tools to improve performance to get better results immediately."
-Brian Tracy, author, Full Engagement!
"It is within our grasp to create an outstanding organization, but it won't happen without focus and attention. Karen Martin explores organizations that have made this transformation, and she unlocks their secrets for you. Read this book, apply the principles exposed, and you will achieve similar success."
-Richard Sheridan, CEO, Menlo Innovations
"Karen Martin shares her extensive experience assisting companies in their improvement efforts and identifies capabilities common among organizations that have achieved sustainable outstanding success. Especially noteworthy is Karen's discussion of the Plan-Do-Study-Adjust management cycle. Adapt it as you need, adopt it because you must."
-John Shook, Chairman and CEO, Lean Enterprise Institute
"Powerful and motivating! Whether you are performing aerial feats in a super-sonic fighter jet at low altitude or plotting improvement efforts from the corporate boardroom, this book will help you take your organizational performance to new heights!"
-Scott Beare, former Lead Solo Pilot, Blue Angels
- Sales Rank: #275070 in eBooks
- Published on: 2012-06-08
- Released on: 2012-06-08
- Format: Kindle eBook
Review
"A powerful model of what makes a high-performance organization. " -- Jeffrey Liker "Toyota Way"
"This fast-moving book gives managers a series of practical, proven strategies and tools to improve performance to get better results immediately." -- Brian Tracy "Author of Full Engagement"
"Too often, outstanding performance seems out of reach. Karen Martin explains, with elegant simplicity, why so many organizations 'can't get there from here.' Better yet, she provides clear, actionable advice on building a foundation that will allow anyone to achieve excellence." -- Matthew E. May "Author of The Laws of Subtraction"
About the Author
Karen Martin has been building, managing, and improving operations for more than 20 years. As principal consultant for Karen Martin & Associates, LLC, she is a recognized thought leader in applying Lean thinking and the psychology of change to office, service, and knowledge work environments. Her diverse client list includes Fortune 500 companies, as well as small businesses, government agencies, nonprofits, and start-ups. She is the coauthor of The Kaizen Event Planner, codeveloper of Metrics-Based Process Mapping, instructor for the University of California, San Diego's Lean Enterprise program, and industry advisor to the University of San Diego's Industrial and Systems Engineering program. She lives in San Diego.
Most helpful customer reviews
8 of 8 people found the following review helpful.
A valuable contribution to the Lean literature
By Michel Baudin
Karen Martin has been a consultant on performance improvement in office, service and knowledge work environment for almost 20 years, with prior experience in health care management. She knows the subject of outstanding organizations in this domain, and her recommendations on it are worth reading. I did not find myself agreeing with all her prescriptions, but my own experience is primarily in the different field of Manufacturing. Yet I picked up several ideas from her book that I intend to use, from the basic clarity-focus-discipline-engagement framework to details like the percentage complete and accurate (%C&A) as a clerical equivalent of first-pass yield in Manufacturing, or the idea of pairing people on tasks.
The book's central idea is that the key to removing the friction and chaos found in the daily operations of most organization is to (1) pursue clarity in internal communications, (2) focus on a small number of topics to reduce the time members spend switching between projects and give teams a chance to finish what they start, (3) have the discipline to keep practicing what makes it function better, and (4) engage members so that they identify their own goals with those of the organization.
That these four characteristics are necessary for an organization to be outstanding is without question, and it is also clear that most business organizations lack them, but are they sufficient? We need to keep in mind that they are about the how and not the what. Tom de Marco had imagined a service called the Astro-Pony Tout Sheet, to predict the performance of race horses from their astrological signs. It is a clear objective, and you could assemble a focused team, disciplined and engaged in the task of providing this service. But it wouldn't work no matter what they did.
On clarity, I agree with the author that calling problems "opportunities" just creates confusion. I think it is just a case of a metaphor taken farther than it was intended. If you say "problems are opportunities," it is just short for "problems give you the opportunity to grow professionally by solving them." It does not mean that you should substitute the word "opportunity" for every occurrence of the word "problem."
On the other hand, I can't follow the author when she equates solution with countermeasure. In manufacturing quality, for example, there is a sharp distinction between the two. If you discover that you have shipped a defective product, first you put in place a countermeasure to prevent further defectives from escaping, and then you identify the root cause. Removing the root cause solves the problem, and then you dismantle the countermeasure.
What she emphasizes the most on clarity is seeking and telling the unvarnished truth. In running an improvement program, it clearly beats trying to deceive the people you want to engage, but what about company secrets? I don't think the author meant to suggest that all business strategies, product launch plans, and proprietary technology should be communicated freely and openly. Intel founder Andy Grove is famous for saying "Only the Paranoid Survive, " and other successful companies, like Apple, are also secretive. In very company, there are lines to be drawn between information best shared openly and secrets, and employees do not always have a clear idea of where it is or should be. This is a topic that I feel the author should have addressed.
I also have a few minor quibbles with statements that are not essential to the book. For example, there is no need to say when Frederick Taylor was active, but, if you do, you can't say that it was "in the early days of the industrial revolution" (p. 8). Taylor worked around the turn of the 20th century, more than 100 years after the industrial revolution, as the Brits reminded us in the opening ceremony of the London Olympics.
Also, martial artists cringe at the description of Kata as "choreographed patterns of movement" (p. 132), even if Wikipedia defines the word that way. Katas are simulated fights against multiple opponents, and the study of a Kata involves Bunkai, in which other students enact the attacks against which it responds.
It is also an exaggeration to describe the practice of PDCA/PDSA as "creating a community of scientists." Most actual scientists have never heard of PDCA or PDSA, and the methods they use are substantially richer.
This being said, I enjoyed the book, learned from it, and think it is a worthwhile contribution to the literature on Lean.
6 of 6 people found the following review helpful.
Good plain language resource with valuable tools
By David M. Dye
Martin writes from a simple premise: Chaos is the enemy of business results. If you want results, you'll have to reduce and eliminate chaos wherever possible. (I was taken back to high school chemistry discussions about entropy and the tendency of things from order to disorder.)
Whenever an author tries to fit everything into one overarching theme, I am skeptical - most things in life have multiple causes and are part of larger systems that impact what happens.
Fortunately, she avoids the difficulties of oversimplification and packs excellent and practical advice into a relatively short book.
Martin's approach to the battle with chaos and achieving organizational excellence begins and ends with a strong foundation built on clarity, focus, discipline, and engagement.
If anything, these overused words undersell the substance she develops in each section. In particular, the chapter on clarity is excellent and something I would recommend every organization leader at any level read, study, and implement.
In over 2000 coaching sessions with leaders, I have found lack of clarity to be the number one performance problem (both for individuals and organizations). Martin offers a concise, practical, and specific process to develop clarity and stay focused on the things the matter most.
There aren't a lot of wasted words here, and I appreciate that. Brevity adds to her theme of disciplined focus on what's important.
While The Outstanding Organization is focused on combatting chaos, implementing disciplined systems, and achieving results, it is very sensitive to people and treating people as human beings.
Following in Jim Collins' footsteps, Martin emphasizes that discipline is not about punishment, nor is it about repetitious, unthinking, zombie-like behavior. Rather, discipline refers to creating environments and systems that bring your focus back to essential tasks, purposes, and intentional thinking around what needs to be done.
Furthermore, she makes it clear that her entire model of clarity, focus, discipline, and engagement can only exist in an atmosphere of respect for people. If she's helping you build a foundation for an outstanding organization, then respect and human dignity are the soil on which the foundation rests.
While The Outstanding Organization is an excellent book and I fully recommend it, I would also note that it relies heavily on Liker's The Toyota Way and frequently references lean management philosophies. If you're well versed in The Toyota Way, you may not find new practices so much as plain language application of those practices.
I recommend The Outstanding Organization for any organizational leader who aspires to excellence - whether you lead in a for profit or nonprofit organization, the principles of clarity, focus, discipline, and engagement are vital and you'll gain easily understandable and practical tools for ensuring that chaos doesn't keep you from achieving results.
David Dye, author of The Seven Things Your Team Needs to Hear You Say
4 of 4 people found the following review helpful.
The Outstanding Organization is "outstanding"
By tqmanos
"The Outstanding Organization" is a powerful book that bridges the gap between what many people believe lean is and how it translates to creating a company that stands head-and-shoulders above the rest. Karen's straightforward wisdom is easily digestible and understood. Her expertise is apparent with many great real-world examples of different organizations that she has worked with over the years. Her practical advice should be embraced by organizations that truly want to be better. I found myself nodding my head in agreement while reading each chapter. One of the concepts that really caught my attention was when she mentioned Organizational ADD. Staying focused and to know if there is a real opportunity is the key. Also, the concept of `switchtasking' made a big impression on me as I see this occur in many organizations especially in the office, service and healthcare industries. This book and the corresponding website [...] are a tremendous resource for companies -- especially those wondering why their improvement initiatives are not reaching their full potential.The Outstanding Organization: Generate Business Results by Eliminating Chaos and Building the Foundation for Everyday Excellence
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