Buy American? Why?
Do you remember when “Made in Japan” meant low cost, low quality and cheaply made product? I do. Today, Japan brings us world class products like Toyota/Lexus, Sony, Canon, Nintendo, Panasonic and more.
Do you think that the “Made in America” has the same meaning as that Japanese label did in the 50’s? I fear it does.
Americans are so enamored with all things foreign. We aspire to buy foreign cars, luxury fashion brands and technology from Europe and Asia. We are proud to be American, so why aren’t we buying our own products? Did you know employees at major US car manufacturers were known to have purchased Japanese cars like Toyota and Honda? These were the very people making the American cars for the American people. If we ourselves are not buying our own products who will?
What can we do to have the “Made in America” label stand for leadership, quality and prestige? If are ever to help turn around the brand "America" we all have to do our part and buy the products and services the people of our country make. We need a new brand story.
Send us your comments on how we can instill the quality, pride and value in buying products that are made in America. srosen@airliftideas.com
Tuesday, June 16, 2009
Monday, May 18, 2009
CEO's Less is the new More
Every day we hear about down-sizings, lay-offs and reductions but are they really all that bad? In good economic times, an enterprise can get too large, too cumbersome and have too much bureaucracy. Now is good time to ask, “How can we do less and still win?” This economy may force your management team put a tough lens on the productivity of the work we do to improve ROI.
Clearly our auto manufacturers are in the midst of media crisis headlines. General Motors announced the closing of 1,100 dealer locations and Chrysler is announcing the closing of about 1,900. But is that really a bad thing? Do consumers really need so much choice? The proliferation of choice may sound good but it can confuse the customers.
Here are some times to “skinny-down” in this economy:
1. Define your core competency and do everything you can to protect it. Insure the resources and competencies of your firm are intact so you can grow profitably when the economic downturn turns-around.
2. Review all of your systems and processes. Ensure the ones in place are effective, needed and critical to getting high quality products out the door profitably.
3. Take work out. Do you really need all those reports? Jack Welch created the famous “GE Work-Out Program” in his pursuit to make GE a better company. The goal of the Work-Out program was to "clean up" GE, to make workers more productive and processes simpler and more clear-cut. "Work-Out" was also designed to reduce, and ultimately eliminate all of the wasted hours and energy that prevented GE from performing day-to-day operations.
4. Offer less choice to your customers. Food companies create value through three business levers: improving unit margins, volume growth, or market share. Too often, product proliferation doesn't help any of these. The number of new products introduced in 1980 almost doubled the number introduced in 1970 --1,030 intros in 1970, 2,016 in 1980. The number of new products introduced in 1990 (9,192) was more than three and a half times the 1980 total and almost nine times the 1970 total!
There are many benefits to a lighter enterprise. Being less cumbersome can free your employees to think of new ideas, work on teams more productively and be more customer-centric. Less is the new more.
What are you doing to take work out, trim down and streamline so you can be ready for growth? Let us know. Send your comments and thoughts. srosen@airliftideas.com
Clearly our auto manufacturers are in the midst of media crisis headlines. General Motors announced the closing of 1,100 dealer locations and Chrysler is announcing the closing of about 1,900. But is that really a bad thing? Do consumers really need so much choice? The proliferation of choice may sound good but it can confuse the customers.
Here are some times to “skinny-down” in this economy:
1. Define your core competency and do everything you can to protect it. Insure the resources and competencies of your firm are intact so you can grow profitably when the economic downturn turns-around.
2. Review all of your systems and processes. Ensure the ones in place are effective, needed and critical to getting high quality products out the door profitably.
3. Take work out. Do you really need all those reports? Jack Welch created the famous “GE Work-Out Program” in his pursuit to make GE a better company. The goal of the Work-Out program was to "clean up" GE, to make workers more productive and processes simpler and more clear-cut. "Work-Out" was also designed to reduce, and ultimately eliminate all of the wasted hours and energy that prevented GE from performing day-to-day operations.
4. Offer less choice to your customers. Food companies create value through three business levers: improving unit margins, volume growth, or market share. Too often, product proliferation doesn't help any of these. The number of new products introduced in 1980 almost doubled the number introduced in 1970 --1,030 intros in 1970, 2,016 in 1980. The number of new products introduced in 1990 (9,192) was more than three and a half times the 1980 total and almost nine times the 1970 total!
There are many benefits to a lighter enterprise. Being less cumbersome can free your employees to think of new ideas, work on teams more productively and be more customer-centric. Less is the new more.
What are you doing to take work out, trim down and streamline so you can be ready for growth? Let us know. Send your comments and thoughts. srosen@airliftideas.com
Wednesday, April 29, 2009
CEO's:Make a plan. Execute a plan. Modify the plan
This economy makes leaders skittish about planning. What does the future hold? How do we prepare for the future in this volatile economy? How do we know what the right strategic investments are? The 2010 planning season is around the corner. Airlift knows it is better to have a plan and modify the plan, than to have no plan at all.
Here some planning principles you can deploy today to help you achieve your goals?
1) Engage a Cross-Functional thought leadership mantra
The best way to achieve a plan is to have your direct reports all play a key role in the planning process. Have a vision and some key metrics you want to achieve. Then allow the team to come together with their best thinking to develop the plan. After all they need to execute. Remember people help support what they help create.
2) Grow from your core strengths
Grow because you know who you are in the market and how you are going to compete to win. It might feel a bit scary to focus. Fear a competitor is gaining share is normal. But if you keep your team focused on the reason you are in business, new ideas can come from this thought.
3) Hold leaders accountable for their function and cross functional role in making the plan come alive – metrics
While success has many inventors and failure has none, the success of your plan will be the leadership team’s ability to make it happen. Establish quarterly reviews to check progress. Reward a job well, done, new ideas and even failures. It is the failures that will take the firm to the next level because we learn from our mistakes.
4) Keep your eyes wide open. Listen to new voices. Get outsiders in to help.
Once the plan is underway, it is possible a competitor comes out with a shiny new penny that can be distractive. Stay the course. If you assessed the market right going in, you can still achieve the plan despite a competitive entry in the market. However, when we get complacent and think we have all the answers, we may miss a new insight or idea. Stay open minded but keep the team focused to win. Brands like Daily Candy help leaders see first hand what consumers look for in new ideas.
5) Be ready to change the plan on a dime
A year ago, none of us would have predicted GM would be in this financial situation or a brand like Pontiac would seek to exist. We must be ready to change if the market presents dramatic new market conditions.
Finally, make time to celebrate even the small wins. Executing a plan is a marathon and even your senior people need to know you notice their contributions.
What are some best practices you have deployed for planning?
What works? What does not work?
Give us a shout so we can share your great planning tips. Comment in our blog, e mail at srosen@airliftideas.com or give us a call.
Here some planning principles you can deploy today to help you achieve your goals?
1) Engage a Cross-Functional thought leadership mantra
The best way to achieve a plan is to have your direct reports all play a key role in the planning process. Have a vision and some key metrics you want to achieve. Then allow the team to come together with their best thinking to develop the plan. After all they need to execute. Remember people help support what they help create.
2) Grow from your core strengths
Grow because you know who you are in the market and how you are going to compete to win. It might feel a bit scary to focus. Fear a competitor is gaining share is normal. But if you keep your team focused on the reason you are in business, new ideas can come from this thought.
3) Hold leaders accountable for their function and cross functional role in making the plan come alive – metrics
While success has many inventors and failure has none, the success of your plan will be the leadership team’s ability to make it happen. Establish quarterly reviews to check progress. Reward a job well, done, new ideas and even failures. It is the failures that will take the firm to the next level because we learn from our mistakes.
4) Keep your eyes wide open. Listen to new voices. Get outsiders in to help.
Once the plan is underway, it is possible a competitor comes out with a shiny new penny that can be distractive. Stay the course. If you assessed the market right going in, you can still achieve the plan despite a competitive entry in the market. However, when we get complacent and think we have all the answers, we may miss a new insight or idea. Stay open minded but keep the team focused to win. Brands like Daily Candy help leaders see first hand what consumers look for in new ideas.
5) Be ready to change the plan on a dime
A year ago, none of us would have predicted GM would be in this financial situation or a brand like Pontiac would seek to exist. We must be ready to change if the market presents dramatic new market conditions.
Finally, make time to celebrate even the small wins. Executing a plan is a marathon and even your senior people need to know you notice their contributions.
What are some best practices you have deployed for planning?
What works? What does not work?
Give us a shout so we can share your great planning tips. Comment in our blog, e mail at srosen@airliftideas.com or give us a call.
Sunday, April 19, 2009
CEO’s: New brands can pop up over night
Be positive. New brands can be born overnight even in this economy. In this down economy, optimism is still a brand people want to buy.
Amidst crisis after crisis in the world news, we got a dose of optimism last week with the fastest growing brand in the world “Susan Boyle.” Who is she and where did she come from? Susan Boyle is a Scottish spinster who surprised the delighted Simon Cowell at last weeks Britain’s Got Talent. She walks out on stage to sneers from the youthful audience and eye-rolling from the famous judges. Then, after a meek introduction she belts out in perfect pitch one of the most difficult songs to sing, “I’ve Dreamed a Dream.”
If you haven't, then take a minute and look at the clip to understand the pure power of what a never give-up on your dreams spirit looks like. How do we know Susan Boyle brand story is worth watching?
1. Overnight, out of nowhere, people are searching the virtual world to be part of this optimistic sensation called Susan Boyle. The search has warranted over 12.5 million Google hits in one week. Instant brand power.
2. The brand, Susan Boyle has a quality product- perfect pitch
3. She has a loyal fan base of people that want her to win. They want her to win so much so, they created a website for her. http://www.susan-boyle.com/
4. Susan is authentic--her look, values and humble beginnings make Susan a brand worth loving. Susan is the real deal.
5. She had a cause. Upon her mother’s death bed and recent passing, Susan told her mom she would try to sing in front of others. It was her dream. Dreams really do come true.
Stop letting negative economic news get in the way of developing inspiring new brands. Growth is right in front of you. Let’s talk about the brand story of Susan Boyle. Send us a note in our blog. Call us to chat or jot us a note. 312.492.7772
Amidst crisis after crisis in the world news, we got a dose of optimism last week with the fastest growing brand in the world “Susan Boyle.” Who is she and where did she come from? Susan Boyle is a Scottish spinster who surprised the delighted Simon Cowell at last weeks Britain’s Got Talent. She walks out on stage to sneers from the youthful audience and eye-rolling from the famous judges. Then, after a meek introduction she belts out in perfect pitch one of the most difficult songs to sing, “I’ve Dreamed a Dream.”
If you haven't, then take a minute and look at the clip to understand the pure power of what a never give-up on your dreams spirit looks like. How do we know Susan Boyle brand story is worth watching?
1. Overnight, out of nowhere, people are searching the virtual world to be part of this optimistic sensation called Susan Boyle. The search has warranted over 12.5 million Google hits in one week. Instant brand power.
2. The brand, Susan Boyle has a quality product- perfect pitch
3. She has a loyal fan base of people that want her to win. They want her to win so much so, they created a website for her. http://www.susan-boyle.com/
4. Susan is authentic--her look, values and humble beginnings make Susan a brand worth loving. Susan is the real deal.
5. She had a cause. Upon her mother’s death bed and recent passing, Susan told her mom she would try to sing in front of others. It was her dream. Dreams really do come true.
Stop letting negative economic news get in the way of developing inspiring new brands. Growth is right in front of you. Let’s talk about the brand story of Susan Boyle. Send us a note in our blog. Call us to chat or jot us a note. 312.492.7772
Sunday, April 12, 2009
CEO's: The Importance of Social Networks
Take a few seconds to reflect on the communication tools used to accomplish your daily routines. Phone and email are most likely included as the primary outlets for communicating with clients and employees. This provides a comforting sense of “privacy” – information will only reach the intended parties. However, social communication platforms like Twitter and Facebook promote easy sharing - making information less likely to remain confined to the original email or phone silo.
Looking at a longitudinal study conducted by the University of Massachusetts between 2007 and 2008 demonstrates the communication shift from “privacy” to “sharing” even at the executive level. The study examines social media involvement among executives at companies listed in Inc. Magazine’s popular “500” list. Companies included in the “Inc. 500” – the fastest growing private enterprises – experienced tremendous increase in social media adoption, boasting the following numbers:
· Social networking adoption increased from 27% in 2007 to 49% in 2008
· Blogging use reached 39% from a 19% level in 2007
· Corporate online video use grew to 45% from 24% in 2007
The increasing importance of adoption is evident but a number of questions still remain for executives before the sharing frenzy commences. For example, questions such as “What does an effective social media campaign look like for executive?” or “How much time will “sharing” consume and what types of information are appropriate?” need to be answered upfront. Examining the Twitter accounts of investor and Amazon co-founder Steve Case or Zappos CEO Tony Hsieh – there is an obvious emphasis on distributing news and resending tweets from other users. This practice demonstrates executive “listening” while avoiding the inevitable confrontation occurring from direct conversation.
Below are some considerations for effectively incorporating social media into daily communication practices.
How Can Social Media help C-Level Executives?
1. Decisions require data. All Executives are deciosn makers. Aggregating customer and employee feedback into a single location makes analysis and monitoring more efficient.
2. Reach everyone. Your “State of the Union” should reach the entire union. Corporate wide updates should not die a slow death on intranets or email. Duplicate the message via video, audio, or a blog post if for no other reason than because President Obama does the same.
3. Crowdsource decisions. Nothing establishes corporate and customer loyalty more than allowing all levels to participate in the decision making process as you are developing ideas.
4. Capture and distributing knowledge. Building a corporate blog is not feasible for every CEO but some form of participation increases humanity. Check out ExecTweets to see what other executives share with customers and employees.
5. Business expansion. Participating in an online community allows your network to grow. Common sense but overlooked as valuable tool for expanding your business.
Airlift Ideas relationship partner in social media; Get Talked about. Contributors Andy Angelos and Marty Hitzeman are co-founders of Get Talked About – a Chicago based firm dedicated helping companies create, execute, and manage creative online conversations.
Looking at a longitudinal study conducted by the University of Massachusetts between 2007 and 2008 demonstrates the communication shift from “privacy” to “sharing” even at the executive level. The study examines social media involvement among executives at companies listed in Inc. Magazine’s popular “500” list. Companies included in the “Inc. 500” – the fastest growing private enterprises – experienced tremendous increase in social media adoption, boasting the following numbers:
· Social networking adoption increased from 27% in 2007 to 49% in 2008
· Blogging use reached 39% from a 19% level in 2007
· Corporate online video use grew to 45% from 24% in 2007
The increasing importance of adoption is evident but a number of questions still remain for executives before the sharing frenzy commences. For example, questions such as “What does an effective social media campaign look like for executive?” or “How much time will “sharing” consume and what types of information are appropriate?” need to be answered upfront. Examining the Twitter accounts of investor and Amazon co-founder Steve Case or Zappos CEO Tony Hsieh – there is an obvious emphasis on distributing news and resending tweets from other users. This practice demonstrates executive “listening” while avoiding the inevitable confrontation occurring from direct conversation.
Below are some considerations for effectively incorporating social media into daily communication practices.
How Can Social Media help C-Level Executives?
1. Decisions require data. All Executives are deciosn makers. Aggregating customer and employee feedback into a single location makes analysis and monitoring more efficient.
2. Reach everyone. Your “State of the Union” should reach the entire union. Corporate wide updates should not die a slow death on intranets or email. Duplicate the message via video, audio, or a blog post if for no other reason than because President Obama does the same.
3. Crowdsource decisions. Nothing establishes corporate and customer loyalty more than allowing all levels to participate in the decision making process as you are developing ideas.
4. Capture and distributing knowledge. Building a corporate blog is not feasible for every CEO but some form of participation increases humanity. Check out ExecTweets to see what other executives share with customers and employees.
5. Business expansion. Participating in an online community allows your network to grow. Common sense but overlooked as valuable tool for expanding your business.
Airlift Ideas relationship partner in social media; Get Talked about. Contributors Andy Angelos and Marty Hitzeman are co-founders of Get Talked About – a Chicago based firm dedicated helping companies create, execute, and manage creative online conversations.
Tuesday, April 7, 2009
CEO’s: How fast can you change?
Last week, NATO World Leaders met in London to discuss the global economy. Expectations were high as the world waits for the secret answers to the economic turn-around.
Some skeptics say, “But what did they do there?” The Leaders knew they accomplished a lot. When was the last time you led a meeting with 20 people from 20 countries whom you had never met and by the way, all speak different languages?
Reports say that after three days together, these world leaders only spent 8 hours in total in meetings. So what did they achieve in the eight hours?
~~Agreed to change the rules of regulation and compliance on capitalism
~~Agreed to develop an organization to serve as a watch-dog (not a regulator) against reckless investments
~~Agreed to regulation on Executive Pay that is deemed reckless and out of sync with average company pay. For example, CEO’s who earn 500 times their employee should only earn this if they created huge new markets and great wealth for an enterprise. This level of pay should not be earned just because of a job title. For example, the case of AIG where some Executives received high bonuses even though they were leading a failing organization – we’re glad most of them returned the dough.
~~Agreed to monitor tax haven products and level the playing field for tax shelters.
~~Agreed to give One Trillion Dollars to stimulate the global economy by selling gold reserves. Did you know One Trillion is 10 to the twelfth power - That is how big one trillion dollars is!!!
President Obama called for “unprecedented coordination” to make the changes occur. From all accounts, it looks like the success of the meetings did in fact achieve this.
Fareed Zakaria of CNN had a QA to address many of these questions and more. http://www.cnn.com/2009/WORLD/europe/04/03/zakaria.g20/index.html
What they did not accomplish in this three-day meeting? Was a single answer to the global economic downturn problem or a clear architecture address? No...but they are well on their way through team work, open dialogue and a will to solve it together. Sound familiar?
Since metrics are paramount to any change management effort, we can analyze consumer confidence level scores and the “market” to understand the impact of decisions coming from this meeting. The market responded favorably last week and rallied up each day the leaders met. Obama’s approval rating is high as well. Clearly, people seek confident, optimistic leaders in these times.
So how does this apply to you?
A new brand story drives strategic change. In this example, Leaders from the top 20 nations are gathered to work together to improve lives, economic stability and revitalize the world, together. This IS THE strategic shift --20 nations coming together on global issues, fast.
Similarly, as markets shift and your organization finds a need to be nimbler to compete in this economy, what are you doing to collaborate on crafting a new and more relevant brand story for your firm.
1. When was the last time you accomplished all that in eight hours?
2. What three things should a leader do to collaborate and make critical change happen, fast?
3. What are the barriers to achieving real lasting beneficial change in your organization?
Any ideas?
Let us at Airlift know. Comment on our blog.
Or you can reach us at srosen@airliftideas.com or call us at 312.492.7772.
Source: CNN International News
Tuesday, March 31, 2009
CEO's: Be Accountable or be Ousted
Leadership is a privilege. It is earned by the strategic decisions and actions you make every day and even by the ones you don't make. All the business school training in the world could not have prepared us for this economic environment with one exception; Accountability.
Have you ever met someone that promises to do something and does not follow through on his promise? Magnify this by 1,000x when leaders of an enterprise do not fulfill the promise of their plan to their people, their customers, and their stakeholders.
Accountability is "an obligation to account for one's actions". A person in a leadership role either accepts the highest level of accountability or does not. Barriers to leading an accountable culture range from; politics, blurred ethics, time, cost or…the fact that is really hard for some to hold themselves accountable.
This week's news reported General Motors CEO, Richard Wagoner was ousted by the Obama Administrations Auto Bailout Task Force. It is a signal Americans are serious about changing corporate cultures from their current lack of accountability to a corporate culture that thrives on accountability.
As a highly compensated leader, he is THE most accountable for the success of the GM enterprise. During his tenure, Wagoner made changes in cost reductions. He reduced the US workforce from 177,000 to about 92,000 today. He closed factories, stopped making the Oldsmobile brand, globalized engineering and made some progress with the rigid United Auto Workers on hourly wages. Making cost reductions for a multi-billion brand is easy.
Did Mr. Wagoner feel accountable to innovate at the core of GM's business-- to be a better company and compete in a sustainable way? Creating an accountable culture of innovation is the only way to compete in this category. GM needs a new brand story that inspires employees to design and manufacture cars that consumers want to buy.
Should he have been ousted? What three things would you do to turn GM Around?
Comment on our blog. Tell us your story about accountability.
Source: WSJ March30,2009, Websters Dictionary
Have you ever met someone that promises to do something and does not follow through on his promise? Magnify this by 1,000x when leaders of an enterprise do not fulfill the promise of their plan to their people, their customers, and their stakeholders.
Accountability is "an obligation to account for one's actions". A person in a leadership role either accepts the highest level of accountability or does not. Barriers to leading an accountable culture range from; politics, blurred ethics, time, cost or…the fact that is really hard for some to hold themselves accountable.
This week's news reported General Motors CEO, Richard Wagoner was ousted by the Obama Administrations Auto Bailout Task Force. It is a signal Americans are serious about changing corporate cultures from their current lack of accountability to a corporate culture that thrives on accountability.
As a highly compensated leader, he is THE most accountable for the success of the GM enterprise. During his tenure, Wagoner made changes in cost reductions. He reduced the US workforce from 177,000 to about 92,000 today. He closed factories, stopped making the Oldsmobile brand, globalized engineering and made some progress with the rigid United Auto Workers on hourly wages. Making cost reductions for a multi-billion brand is easy.
Did Mr. Wagoner feel accountable to innovate at the core of GM's business-- to be a better company and compete in a sustainable way? Creating an accountable culture of innovation is the only way to compete in this category. GM needs a new brand story that inspires employees to design and manufacture cars that consumers want to buy.
Should he have been ousted? What three things would you do to turn GM Around?
Comment on our blog. Tell us your story about accountability.
Source: WSJ March30,2009, Websters Dictionary
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