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Low-Hanging Fruit
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Artikel-Nr:
9781118857922
Veröffentl:
2014
Erscheinungsdatum:
21.02.2014
Seiten:
224
Autor:
Eden
Gewicht:
423 g
Format:
222x145x16 mm
Sprache:
Englisch
Beschreibung:
JEREMY EDEN and TERRI LONG have worked with the CEOs of a wide range of companies in both size and industry to guide their teams through a galvanizing earnings growth process. They have worked with companies such as PNC Financial, H.J. Heinz, Manpower, The Schwan Food Company, Energy East, Webster Financial, and Standard Register, among many others.
Jeremy attended Yale College and Yale School of Management where he is on the Advisory Board. As a McKinsey & Co. consultant, Jeremy served clients such as Goldman Sachs, Hilton Hotels and Travelers Insurance. Jeremy then left to develop what is now the Harvest Earnings innovative Idea Harvest process.
Terri received her degree in Finance from the University of Illinois at Urbana-Champaign. She was in the corporate banking world for nearly two decades in a number of customer-facing senior roles, including at U.S. Bancorp, one of the most efficient banks in the country. Terri was a client of Jeremy's and was so impressed with the principles of his approach that she joined him over a decade ago.
They are the Co-CEOs of Harvest Earnings Group headquartered in Chicago.
Jeremy attended Yale College and Yale School of Management where he is on the Advisory Board. As a McKinsey & Co. consultant, Jeremy served clients such as Goldman Sachs, Hilton Hotels and Travelers Insurance. Jeremy then left to develop what is now the Harvest Earnings innovative Idea Harvest process.
Terri received her degree in Finance from the University of Illinois at Urbana-Champaign. She was in the corporate banking world for nearly two decades in a number of customer-facing senior roles, including at U.S. Bancorp, one of the most efficient banks in the country. Terri was a client of Jeremy's and was so impressed with the principles of his approach that she joined him over a decade ago.
They are the Co-CEOs of Harvest Earnings Group headquartered in Chicago.
Take the easy road to higher earnings
"There seems to be some perverse human characteristic that likes to make easy things difficult." --Warren Buffett, CEO, Berkshire Hathaway
Picking low-hanging fruit should be easy. Yet despite all the cost cutting and lean six-sigmaing, the branches of corporate trees are sagging from the weight of low-hanging fruit. Why not grab them and make things easy?
Too often managers blind themselves to solutions right in front of them and choose instead to suffer through long meetings, poor collaboration, politics, and bureaucracy. Throw in the challenge of getting agreement when everyone has their own opinion (often "fact-free") and your low-hanging fruit just withers on the vine.
"If only HP knew what HP knows, we'd be three times more productive."--Lew Platt, former CEO, Hewlett Packard
Those closest to the work (from the factory floor to the C-Suite) and those closest to the customer know great ways to improve productivity and profits. Don't buy into the myth that only some people have creative ideas. Everyone is creative when given the right opportunity. And when they work together as "one company," profits soar.
For twenty-plus years, Jeremy Eden and Terri Long have helped companies of all sizes make millions by harvesting their low-hanging fruit. This book shows you how. You will improve your job satisfaction, your team's performance, and your company's earnings.
Need to grow your company's earnings but don't know where to find the low-hanging fruit? The answer is right in front of you but harvesting it takes skill. Eden and Long show you 77 clever ways to boost productivity and profits.
Low-Hanging Fruit is your road map for turning the difficult back into the easy.
"There seems to be some perverse human characteristic that likes to make easy things difficult." --Warren Buffett, CEO, Berkshire Hathaway
Picking low-hanging fruit should be easy. Yet despite all the cost cutting and lean six-sigmaing, the branches of corporate trees are sagging from the weight of low-hanging fruit. Why not grab them and make things easy?
Too often managers blind themselves to solutions right in front of them and choose instead to suffer through long meetings, poor collaboration, politics, and bureaucracy. Throw in the challenge of getting agreement when everyone has their own opinion (often "fact-free") and your low-hanging fruit just withers on the vine.
"If only HP knew what HP knows, we'd be three times more productive."--Lew Platt, former CEO, Hewlett Packard
Those closest to the work (from the factory floor to the C-Suite) and those closest to the customer know great ways to improve productivity and profits. Don't buy into the myth that only some people have creative ideas. Everyone is creative when given the right opportunity. And when they work together as "one company," profits soar.
For twenty-plus years, Jeremy Eden and Terri Long have helped companies of all sizes make millions by harvesting their low-hanging fruit. This book shows you how. You will improve your job satisfaction, your team's performance, and your company's earnings.
Need to grow your company's earnings but don't know where to find the low-hanging fruit? The answer is right in front of you but harvesting it takes skill. Eden and Long show you 77 clever ways to boost productivity and profits.
Low-Hanging Fruit is your road map for turning the difficult back into the easy.
Acknowledgments xiii
Introduction Why Is Low-Hanging Fruit So Hard to Spot? xvii
Part 1 How to Uncover Low-Hanging Fruit: Seeing the Problem Is Harder than Solving the Problem 1
Chapter 1 Put a Price Tag on Everything to Stop the Waste 5
Chapter 2 "Value Engineer" Your Products to Eliminate What Your Customers Won't Pay For 7
Chapter 3 Ask "Why?" Five Times to See the Real Problem 9
Chapter 4 Ask, "How Do We Know That Is True?" 12
Chapter 5 You Need to Tag It to Bag It: Name a Problem to Help Everyone See It! 17
Chapter 6 Don't Be Fooled by Misleading Metrics: Zero in on the Ugly and Rattle the Status Quo by Turning Metrics Upside Down 19
Chapter 7 The 80/20 Rule: Everyone Knows It, but Few Use It! 22
Chapter 8 Find Quick-and-Dirty Data to Get Refined Insights 24
Chapter 9 Benchmarking Is a Mistake 26
Chapter 10 Use Brainstorming in a New Way: To Find Problems, Not Solutions 28
Part 2 Now That You See It, Solve It! 29
Chapter 11 Ask the People Closest to the Work for Their Ideas 33
Chapter 12 Get Out of Your Office and Go See for Yourself 36
Chapter 13 Stop Ignoring Your Introverts 38
Chapter 14 Turn Complaints into Collaboration: The Interdepartmental Job Swap 41
Chapter 15 Other People Have Great Ideas--Just Ask Your New Hires and Your Vendors! 43
Chapter 16 Does Your Customers' Journey Take Them on a Road Full of Potholes? 47
Chapter 17 The Unintentional Squelch 50
Chapter 18 Stop Brainstorming to Find New Ideas That Move the Profit Needle 52
Chapter 19 Making Problems Harder Can Make Finding Solutions Easier 54
Chapter 20 Use a Checklist--It Works for Fighter Pilots and Brain Surgeons, and It Will Work for You! 56
Chapter 21 Actually . . . Just Don't Do It! 58
Chapter 22 Give People What They Need, Not What They Want 60
Chapter 23 Simplify 62
Chapter 24 Push Work Down to the Lowest-Paid Person Capable of Doing It 64
Chapter 25 Save a Bundle: Take Simple and Low Tech over Sexy and High Tech 66
Chapter 26 Save More than a Bundle: Go No Tech over Low Tech! 68
Chapter 27 Borrow Good Ideas 70
Chapter 28 Force People to Get Help 72
Part 3 Motivate Your Team to Harvest Low-Hanging Fruit 73
Chapter 29 Create an Idea-Based Budget 75
Chapter 30 The Five Surprising Words That Keep a Good Executive from Being Great: "I Want Everyone on Board" 77
Chapter 31 If You Want the Money, Spend the Time 79
Chapter 32 Executive Motivators that Demotivate Everyone Else 81
Chapter 33 The Corporate Imposter Syndrome: "The Better I Do, the Worse You'll Think of Me" 82
Chapter 34 Improving the Company Should be Everyone's "Job One" 84
Chapter 35 Sweat the Small Stuff 86
Chapter 36 Rally the Troops 89
Chapter 37 Catch the Vision or Catch the Bus 94
Chapter 38 Eliminate Corporate Whac-A-Mole 96
Chapter 39 Beat the Competition by First Beating Your Teammates 98
Chapter 40 "Blame the Other Guy" Syndrome 100
Chapter 41 How Dimming the Lights Increases Productivity, and Why Paying Attention Pays Staggering Dividends 102
Chapter 42 Firings Can Boost Motivation 104
Part 4 One Company--It's Not an Impossible Dream 107
Chapter 43 Form a Steering Committee to Make Sure the Left Hand Knows What the Right Hand Is Doing! 109
Chapter 44 "Pocket Fisherman," Yes; "Pocket Veto," No! 112
Chapter 45 Hold Collaboration Workshops 114
Chapter 46 The One Monthly Meeting You Must Hold 116
Chapter 47 Celebrate Go
Introduction Why Is Low-Hanging Fruit So Hard to Spot? xvii
Part 1 How to Uncover Low-Hanging Fruit: Seeing the Problem Is Harder than Solving the Problem 1
Chapter 1 Put a Price Tag on Everything to Stop the Waste 5
Chapter 2 "Value Engineer" Your Products to Eliminate What Your Customers Won't Pay For 7
Chapter 3 Ask "Why?" Five Times to See the Real Problem 9
Chapter 4 Ask, "How Do We Know That Is True?" 12
Chapter 5 You Need to Tag It to Bag It: Name a Problem to Help Everyone See It! 17
Chapter 6 Don't Be Fooled by Misleading Metrics: Zero in on the Ugly and Rattle the Status Quo by Turning Metrics Upside Down 19
Chapter 7 The 80/20 Rule: Everyone Knows It, but Few Use It! 22
Chapter 8 Find Quick-and-Dirty Data to Get Refined Insights 24
Chapter 9 Benchmarking Is a Mistake 26
Chapter 10 Use Brainstorming in a New Way: To Find Problems, Not Solutions 28
Part 2 Now That You See It, Solve It! 29
Chapter 11 Ask the People Closest to the Work for Their Ideas 33
Chapter 12 Get Out of Your Office and Go See for Yourself 36
Chapter 13 Stop Ignoring Your Introverts 38
Chapter 14 Turn Complaints into Collaboration: The Interdepartmental Job Swap 41
Chapter 15 Other People Have Great Ideas--Just Ask Your New Hires and Your Vendors! 43
Chapter 16 Does Your Customers' Journey Take Them on a Road Full of Potholes? 47
Chapter 17 The Unintentional Squelch 50
Chapter 18 Stop Brainstorming to Find New Ideas That Move the Profit Needle 52
Chapter 19 Making Problems Harder Can Make Finding Solutions Easier 54
Chapter 20 Use a Checklist--It Works for Fighter Pilots and Brain Surgeons, and It Will Work for You! 56
Chapter 21 Actually . . . Just Don't Do It! 58
Chapter 22 Give People What They Need, Not What They Want 60
Chapter 23 Simplify 62
Chapter 24 Push Work Down to the Lowest-Paid Person Capable of Doing It 64
Chapter 25 Save a Bundle: Take Simple and Low Tech over Sexy and High Tech 66
Chapter 26 Save More than a Bundle: Go No Tech over Low Tech! 68
Chapter 27 Borrow Good Ideas 70
Chapter 28 Force People to Get Help 72
Part 3 Motivate Your Team to Harvest Low-Hanging Fruit 73
Chapter 29 Create an Idea-Based Budget 75
Chapter 30 The Five Surprising Words That Keep a Good Executive from Being Great: "I Want Everyone on Board" 77
Chapter 31 If You Want the Money, Spend the Time 79
Chapter 32 Executive Motivators that Demotivate Everyone Else 81
Chapter 33 The Corporate Imposter Syndrome: "The Better I Do, the Worse You'll Think of Me" 82
Chapter 34 Improving the Company Should be Everyone's "Job One" 84
Chapter 35 Sweat the Small Stuff 86
Chapter 36 Rally the Troops 89
Chapter 37 Catch the Vision or Catch the Bus 94
Chapter 38 Eliminate Corporate Whac-A-Mole 96
Chapter 39 Beat the Competition by First Beating Your Teammates 98
Chapter 40 "Blame the Other Guy" Syndrome 100
Chapter 41 How Dimming the Lights Increases Productivity, and Why Paying Attention Pays Staggering Dividends 102
Chapter 42 Firings Can Boost Motivation 104
Part 4 One Company--It's Not an Impossible Dream 107
Chapter 43 Form a Steering Committee to Make Sure the Left Hand Knows What the Right Hand Is Doing! 109
Chapter 44 "Pocket Fisherman," Yes; "Pocket Veto," No! 112
Chapter 45 Hold Collaboration Workshops 114
Chapter 46 The One Monthly Meeting You Must Hold 116
Chapter 47 Celebrate Go