Archive for May, 2011

A Corporate ‘Lattice,’ not Ladder

Tuesday, May 24th, 2011

We found this new article on Leadership Styles informative and extremely insightful, enjoy!

Barry Salzberg, CEO of Deloitte, has spent his entire 34-year career in one place, climbing the corporate ladder. From his first unsupportive manager at the New York-based professional services firm to the mentors who helped pull him up through the ranks, Salzberg learned to lead and be led, eventually becoming CEO of Deloitte LLP in the United States in 2007. He has a message for the next generation of leaders: The old leadership hierarchy no longer works.

“Gone is the day of the old command-and-control environment, the climb-the-ladder model in which the employee kept quiet and didn’t say too much, certainly not much beyond what was asked and tasked,” Salzberg told his audience at a recent Wharton Leadership Lecture. “Gone, too, is the densely layered organizational hierarchy [and] dinosaur-like structures that are too slow and lumbering for today’s environment.”

To thrive in an ever-changing world, companies must actively commit to cultivating younger leaders throughout the organization, and encouraging older leaders to pass on what they know. “Leadership now needs to be the norm, not the exception,” he noted. “No longer is leadership about a few exceptional leaders at the top of the organization. Rather, the future is about exceptional teams and the leaders within those teams who can out-maneuver, out-manage and out-innovate their competition.”

Up the ‘lattice’

That is why leadership needs to be flat, Salzberg noted. In a global world, leaders are required at all levels of the organization, not just at the top. In fact, Deloitte has “kicked away the ladder,” he said. “In my organization, we talk now about the lattice, not the ladder.” With a lattice structure, people can move not just up and down but also sideways. If employees need to ease up on the intensity of work to take care of a child or an aging parent, the lattice structure allows them to do that without destroying their career. “The corporate lattice metaphor signals a shift in mindset. It’s better reflective of today’s employees, who want variety and flexibility, and reject a one-size-fits-all approach.”

Another leadership relic, according to Salzberg: the idea of a “ruling elite in the clouds of some bureaucratic Mount Olympus.” In the past, it would have been unthinkable for the average employee to have direct contact with the CEO, he pointed out. Today, CEOs regularly host employee town halls, in which people are encouraged to ask and say anything. “Our people have to see that if they disagree [with their boss], nothing will happen, that there are no [negative] consequences to promotion or compensation.”

No ostriches, no elephants

Leaders today must also be transparent, especially in our socially networked world, said Salzberg. “In today’s social media environment, it’s fascinating to see how in 10 seconds what you say is spread throughout the organization. There are few hiding places.”

The experience helped him develop what he calls his “no ostriches, no elephants” principle. “No burying your head in the sand if there’s a problem, and no ignoring the elephant in the room,” he said. “Much better to name and tame an issue, no matter how difficult it is, than to ignore it or pretend it isn’t there. Making sure the truth is told and discussed with all is the foundation of leadership. Without that, you can’t build trust.”

To read the entire article, see Knowledge@Wharton website.

Question: Has the current social media business environment lifted teamwork to a newer dynamic area of stability, or can total transparency harm team organizational effectiveness? Respond! 🙂

Free Tutorial on New ISO/IEC 17021

Thursday, May 5th, 2011

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 Sustaining Edge Solutions, Inc. Newsletter

Performance Improvement Solutions for Your Business                                   May 2011

 


This Month
* Free Tutorial on ISO/IEC 17021
* Hackers Putting Your Business in Danger?
* Missing Ingredients
* In the News
* Training Courses

 

  
  
  
  
  
  
  
 
Lunch and Learn  
May 19, 2011   
  
 

 

Information Security Management 

Presented by Sustaining Edge Solutions, Inc. 

 

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Our newsletters provide information on business management systems ISO 9001, AS9100 Aviation, Space and Defense, ISO/TS 16949 Automotive, ISO 27001 Information Security, ISO 13485 Medical Devices, ISO 14001 Environmental, and others.  This includes process auditing techniques and process improvement methods Six Sigma, Lean Enterprise, and other topics of interest to our readers.

 

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Free online Tutorial on New ISO/IEC 17021  

 

Last month in our April issue, we discussed the ISO/IEC 17021:2011 Conformity Assessment  and how the new edition adds new requirements developed in response to market feedback on the use of the first edition. The new requirements provided in ISO/IEC 17021:2011 relate to the competence of the auditors who carry out certification and to the way in which they are managed and deployed. Certification bodies that use the new edition will be able to ensure competent audit teams, with adequate resources, following a consistent process and reporting audit results in a consistent manner.

This issue we want to inform our readers that a free tutorial is available on the iso.org website on the improved second edition of ISO/IEC 17021 published on 1 February 2011. 

The purpose of ISO/IEC 17021:2011 is to increase the value of management system certification to public and private sector organizations worldwide. The online tutorial on the standard has been made available by the ISO Committee on conformity assessment, (ISO/CASCO). It was developed by Randy Dougherty and Alister Dalrymple, the two leaders of the working group responsible for the standard.

 

The tutorial explains the differences to the first edition, published in 2006, and the new requirements. The explanations are displayed in the speakers note of each slide. The tutorial (available in English only), consists of three PowerPoint presentations, including notes.  The first is an Overview (27 slides), the second is the Audit Process (62 slides), and the third is Auditor Competence (19 slides).

 

View all the downloadable presentations here on the iso website    

 

Are Hackers Putting Your Business in Danger? 
 

With all organizations susceptible to cyber-attacks, a new International Standard on business continuity management processes has a huge potential to improve security measures taken against hacking, denial of service and malware attacks.

 

ISO/IEC 27031:2011: Information technology – Security techniques – Guidelines for information and communication technology readiness for business continuity, gives advice that will be useful for all types of security-conscious organizations, regardless of their size, complexity and risks.

 

Information and communication technologies (ICT) have become an integral part of the critical infrastructure in all sectors, whether public, private or voluntary. The proliferation of networking services, and the capabilities of systems and applications, has also meant that organizations are ever more reliant on safe and secure ICT infrastructures. Failure of these systems will impact the continuity of business operations.  

 

 The critical functions that require business continuity are usually dependent upon ICT. This dependence means that ICT disruptions can constitute strategic risks to organizational reputation.

 

The standarddescribes the concepts and principles of ICT readiness. It provides a framework of methods and processes to identify and specify all aspects, such as performance criteria, design, and implementation for improving an organization’s ICT readiness. It also enables an organization to measure performance parameters that correlate to its ICT readiness for business continuity programme (IRBC) in a consistent and recognized manner.  

 

ISO/IEC 27031:2011 covers all events and incidents (including security related) that could have an impact on ICT infrastructure and systems. It includes and extends the practices of information security incident handling and management and ICT readiness planning and services.

 

Purchase the ISO/IEC 27031:2011:Information technology – Security techniques at the ISO Store.   

 

Missing Ingredients  
  

Improvement initiatives may help your organization improve, but are they really giving you a competitive advantage? Probably not, according to Michael Bremer, co-author of “Escape the Improvement Trap: Five Ingredients Missing in Most Improvement Recipes”.

 

That’s because the competition is likely implementing the same improvement methods and the end result is most companies are merely average. His book identifies five characteristics that the most effective companies display, yet are missing or underused in most improvement programs:

1. Customer Value

 You need not only a clearly articulated value proposition to grow your desired business, but also the correct value proposition. That well-conceived proposition should drive improvement initiatives. 

2. People Engagement

 The most effective organizations create environments that actively encourage everyone to do their best work, develop critical thinking skills, and collaboratively innovate.
 

3. Key Metrics

 

A few very meaningful metrics are more important than having a lot of metrics that provide overwhelming amounts of data that are not useful.   

 

 

4. Process Thinking

 

Effective organizations manage and improve business performance along cross-functional process lines rather than by individual business functions.  

 

5. Executive Mindset

 

Leaders must understand and manage the four ingredients listed above, as well as, how they are being used to make a difference in the marketplace.  

 

In the News  
 

International Forum on DFMA

 

Boothroyd Dewhurst Inc. will host the 26th annual International Forum on Design for Manufacture and Assembly (DFMA) to be held June 13-15, 2011, at the Crowne Plaza Hotel in Providence, Rhode Island. This year’s theme is “Manufacture Success: Meeting the Challenge of Growth in Product Development and Manufacturing.”

For more information visit the DFMA Event Website.  

 

Machine Vision Market Soared 54% in 2010  

Sales of machine vision components and systems in North America soared 54 percent in 2010 to nearly $1.8 billion, according to new figures released by the Automated Imaging Association (AIA), the world’s largest machine vision trade group.

The substantial market growth in 2010 demonstrates the importance of machine vision technology to companies in manufacturing and nonmanufacturing sectors,” says AIA president Jeff Burnstein. “We saw strong evidence of this at the recent Automate 2011 Show and Conference, which was our largest in a decade. Exhibitors reported strong interest in machine vision solutions, and conference sessions focusing on vision were packed.”

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Understanding and Implementing AS9100C (9110 &9120) Aviation, Space and Defense

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Documenting Your Management System   

  

ISO/TS 16949 Automotive    

 

Understanding and Implementing ISO/TS16949:2009 Automotive

ISO/TS16949:2009 Process Based Internal Auditor
Documenting Your Management System  

  

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Understanding and Implementing ISO14001:2004 Environmental
ISO14001:2004 Process Based Internal Auditor
 

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Continuous Process Improvement
Lean Six Sigma
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ISO 13485 Process Based Internal Auditor  

  

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Understanding and Implementing ISO 27001:2005 Information Security
ISO 27001 Process Based Internal Auditor   

  

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