Summary of Yves Morieux Comments To The GE CEC

Summary of Yves Morieux Comments to the GE CEC
1) Simplification requires Connecting, Cooperation, Reciprocity
2) Feedback loops are essential for good cooperation
3) The 21st century organization will be much different than the organizations of the past which
led to success
4) Culture matters, and leaders have an obligation to keep things as simple as possible
5) What is it that a group of senior managers like those in the CEC can do to compete against a
major competitor like Siemens?
a) Motivate our people
b) Provide exciting work; create an environment in which people can thrive; to do this, we
need to know our teams and what they do, why they do it. People are intelligent, and
they do what they do for a reason
c) The primary basis of competition is insight into what our people do
i) We need to understand this better than the competition
ii) We need to go beyond the normal smoke screens and proxies like KPIs to understand
this better
iii) Leaders’ primary mission is to create an exciting work environment
6) Facing reality is difficult. And you usually do it only when things are not going well. When
things are going well, we struggle to face reality
7) A new organizational revolution is coming. The third. The first was 1770 when
Manufacturing emerged. The second was 1870, when mass transportation and new forms of
energy emerged. Globalization, hyper-competition, and customer focus will characterize the
next phase
8) Labor productivity has declined for the US, Western Europe, and Japan to 1% after being
very high in the 50s and 60s.
a) Worker satisfaction has declined during the same period
b) Workers are now less engaged. Yves called it active disengagement
1
9) Yves highlighted that there are new requirements on businesses. More KPIs. More
structure. More processes
10) Business complexity has increased 6X (e.g., the number of KPIs. It used to be 3 to 5. Now it
can be >35)
11) Business complicatedness has also increased 10X. This is the number of interfaces in an
organization and organizational dimensions
12) In BCG’s calculation, the complexity of business has therefor increased 36X since the
1950’s. No wonder workers are less productive and actively disengaged!
13) Leaders must add value, and to do that, they need to have the skills, information, and
authority to be successful
14) The role of a leader is to create the best teams that bring together the relevant skill sets in a
way that enables the team to be more than the sum of the parts
a) Develop cooperation
b) Enhance engagement
c) Drive learning
15) We all need to understand the role leaders have to play
16) Engagement is key. Yves provided the example of Air Traffic Controllers. The way they go
on strike is that they slow things down by enforcing all of the rules 100% with no judgment.
They can literally prevent any planes from taking off if they enforce 100% of the rules
a) Applying rules require interpretation and judgment or they can shut down an organization
b) An organization must learn to apply the spirit of the rule not necessarily the letter;
domain matters to be able to interpret properly; understanding and taking risk is key
c) This is value added execution
17) Cooperation makes the whole worth more than the sum of the parts. “The Miracle of
Cooperation”
a) Passing a baton in a relay race is a good example
b) If every member maximizes their individual leg of the race, the team does not necessarily
win
2
c) The exchanges, passing the baton, are often the key. And if one team member can do
something to make the next team member, better, the team wins even if the individual leg
might be slower.
d) How we allocate our effort is key. Putting more energy into the hand off might make
your leg less fast but make the team better
e) We need to allocate our effort to cooperation. To go beyond our individual KPIs, beyond
what is measured, to make the team more successful
18) As leaders, we must all understand what our managers do. This is not micromanagement. It
is Observation; we need to make sure our managers are in front
19) Southwest is an example of an organization that does these things well. Every crew member
is an Integrator. They are responsible for the system working and delivering value to each
customer
20) Yves also gave an example of a railroad which wanted to run 95% on time. They were at
80%. Whenever a train was late, they would find who was responsible and the COO would
call that person and yell at him or her. There was therefore no cooperation. When they
changed the approach and encouraged cooperation, they were able to get ontime departures
to 95% in just a few months
21) As leaders, we need to foster cooperation and the right behaviors
22) Managers have three main objectives
a) Win. Drive a team output
b) Train. Improve individual team member performance
c) Pass the baton effectively and encourage cooperation. Excell in the Overlap Objectives
area
23) It is about shared responsibility, not shared blame
24) We need to embrace constructive conflict, not suppress it; it is not personal
25) JRI Take Aways
a) We need to define better our leadership traits. Susan is working on an update
b) Comm Ops. We can do with less resources, but need more trust and expertise
c) Should we look at business specific targets for IC (more like LTIP)?
3
d) We are checklist crazy. Is this a reflection of lack of domain expertise? We need more
trust and judgment and less box checking
e) Simplification is the cultural imperative of our generation and we all have to be with Jeff

Summary of Yves Morieux Comments To The GE CEC

Uploaded by

Copyright:

Available Formats

Summary of Yves Morieux Comments To The GE CEC

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Summary of Yves Morieux Comments To The GE CEC

Uploaded by

Copyright:

Available Formats

Summary of Yves Morieux Comments to the GE CEC

1) Simplification requires Connecting, Cooperation, Reciprocity

2) Feedback loops are essential for good cooperation

a) Motivate our people

c) The primary basis of competition is insight into what our people do

i) We need to understand this better than the competition

iii) Leaders’ primary mission is to create an exciting work environment

a) Worker satisfaction has declined during the same period

b) Workers are now less engaged. Yves called it active disengagement

15) We all need to understand the role leaders have to play

c) This is value added execution

a) Passing a baton in a relay race is a good example

21) As leaders, we need to foster cooperation and the right behaviors

22) Managers have three main objectives

a) Win. Drive a team output

b) Train. Improve individual team member performance

23) It is about shared responsibility, not shared blame

25) JRI Take Aways

a) We need to define better our leadership traits. Susan is working on an update

c) Should we look at business specific targets for IC (more like LTIP)?

You might also like