MASTERING EXCELLENCE TABLE OF CONTENTS
A Leader’s Guide to Aligning Strategy, Culture, Customer Experience
& Measures of Success
Table of Contents
CHAPTER 1—INTRODUCTION
CHAPTER 2—THE ROADMAP
CHAPTER 3—GETTING AMAZING RESULTS
CHAPTER 4—WE SHALL OVERCOME
Leader’s Action 1: Opportunities with High Potential
Leader’s Action 2: The Ready, Reluctant, and Powerful
Leader’s Action 3: Indicators of Highly Visible Results
CHAPTER 5—WHERE ARE WE?
Leader’s Action 4: C3IQ, a Self-Assessment
CHAPTER 6—CHANGE LEVERS AND AMBIGUITY
1.LANGUAGE
Leader’s Action 5: Confusion Regarding the Customer
2.VALUES
Leader’s Action 6: Core Values Ambiguity
3.MEASURES
Leader’s Action 7: Alignment of Values with Measures (KPIs)
4.POWER
5.ASSUMPTIONS AND VITAL LIES
Leader’s Action 8: Crush Vital Lies
6.MODELING
CHAPTER 7—HOW DID WE GET HERE?
CHAPTER 8—8 DIMENSIONS OF EXCELLENCE (8DX)
Leader’s Action 9: Connect Initiatives and Measures with the 8 Dimensions
Leader’s Action 9a: Create Missing Measures
EXECUTIVE SUMMARY: 8 DIMENSIONS
CHAPTER 9—CUSTOMER-DESIRED OUTCOMES
CASE 1: SLEEPY DEFINITION OF SUCCESS
EXECUTIVE SUMMARY: CASE 1
Leader’s Action 10: Capturing Customer-desired Outcomes
CHAPTER 10—REVEAL AND REDUCE MISSION CONFUSION
CASE 2: WHEN LESS IS MORE SUCCESS
CASE 3: A HEALTHY DOSE OF CLARITY
EXECUTIVE SUMMARY: CASES 2 AND 3
Leader’s Action 11: Differentiate Desired and Undesired Outcomes
CHAPTER 11—WHY, OH WHY?
CASE 4: FINANCIAL SERVICES SPIN MEASURES INTO GOLD
Leader’s Action 12: Strategic 5 Whys (with your team)
EXECUTIVE SUMMARY: CHAPTER 11
CHAPTER 12—CONNECTING THE STRATEGIC DOTS
Leader’s Action 13: The Strategy Map, Part 1
EXECUTIVE SUMMARY: BUILDING THE STRATEGY MAP
CHAPTER 13—TWO KEY QUESTIONS
CHAPTER 14—WORK AS PRODUCTS
Leader’s Action 14: Personal Products
CHAPTER 15—EVOLUTION OF PRODUCTS
CHAPTER 16—WHAT’S SERVICE GOT TO DO WITH THIS?
Leader’s Action 15: Constraints on Service Excellence
CHAPTER 17—KNOWLEDGE AGE PRODUCTS
CHAPTER 18—PRIORITIZING PRODUCTS
Leader’s Action 16: Target Product Selection Matrix (TPSM)
Leader’s Action 17: What Is the Target Product?
Leader’s Action 18: Excellence Through Entertainment
CHAPTER 19—STRATEGY MAP: INTEGRATION
Leader’s Action 19: The Strategy Map, Part 2
CHAPTER 20—CUSTOMERS
Leader’s Action 20: Customer Roles and Power
CHAPTER 21—SIGNIFICANCE, INSIGHTS, AND CONNECTIONS
CHAPTER 22—BALDRIGE AND C3: DIAGNOSIS AND TREATMENT PLAN
CHAPTER 23—SIX SIGMA AND C3
CHAPTER 24—COST OF QUALITY AND C3
CHAPTER 25—BALANCED SCORECARD AND C3
CHAPTER 26—ISO 9001 AND C3
CHAPTER 27—PREVIEW: THE VOC METHOD
……..
APPENDIX 1—LEADER’S ACTIONS
APPENDIX 2—VITAL LIES
APPENDIX 3—SOUTHWEST AIRLINES CORE VALUES
APPENDIX 4—FIVE FIXES FOR AMBIGUITY
APPENDIX 5—LOCATION AND IMPACT OF AMBIGUITY
APPENDIX 6—FIXING SERVICE CONSTRAINTS
Leader’s Action 15a: The Value of Answers
Leader’s Action 15b: Opportunities to Satisfy Customers
APPENDIX 7—C3 PRINCIPLES
APPENDIX 8—C3IQ SELF-ASSESSMENT
APPENDIX 9—GLOSSARY
APPENDIX 10—BOOKMARK: 8DX FRAMEWORK
ABOUT THE AUTHOR
TABLE OF FIGURES
INDEX