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