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 Corporate Culture Produced - 2006 In 1988, Lou Holtz filmed Do Right an examination of the three values at the heart of his success. Shortly thereafter, Do Right became the best selling corporate film in America. In Do Right The Plan, Lou Holtz illustrates the way to apply these values to achieve individual and organizational success. Through trial and error, victory and defeat, every success begins with two things: a vision and a plan. Preview Clips Film Highlights
Lou Holtz illustrates how many of America's most influential leaders nurtured success by focusing on these key elements, including former New York City Mayor Rudy Giuliani, Super Bowl Champion Jerome Bettis, and Civil Rights Leader Martin Luther King Jr. Do Right The Plan teaches audiences how to develop the vision and the plan essential to achieving their goals. Along with the enduring values illustrated in Do Right, the message of Do Right The Plan guides individuals, organizations and teams to consistent and lasting success.
Running Time: 35 Minutes
 Dr. Jerry Porras and his colleague Jim Collins studied the life histories of 18 visionary companies, looking for their most significant characteristics. Then they created a conceptual framework for managers seeking to build a company of enduring greatness. In this talk, Dr. Porras explains how forward-thinking companies adapt to and drive change, and details two fundamental components: an organization's core ideology and its drive for progress. $99.99 [Add to Cart]In the past, marketing was essentially a broadcast activity: a limited, unidirectional casting-out of your message into the world. Now, thanks to the Internet and other interactive media, computers are handling many marketing functions, gathering data as well as providing customer care. Such transactions provide valuable feedback, rich with information that you can use to hone your brand and boost customer loyalty. But in order to use this technology to your best advantage, Regis McKenna explains that you need to create an infrastructure that responds and innovates, and use it to establish a dialogue that gets and keeps customers. This expands the responsibilities of marketing to everyone in the enterprise, and makes the customer a partner in long-term value creation. $99.99 [Add to Cart]"Tempered radicals" are people who want to succeed in their organization, yet also live by values or identities that might be at odds with their organization's primary culture. Such individuals do not fit neatly into an established structure, yet can be subtle agents for change in ways that ultimately benefit the corporation and make it more able to deal with today's diverse world. $99.99 [Add to Cart]In an age when consumers and investors alike are gravitating toward companies whose brands they can trust, it's no longer enough to be solely focused on the bottom line. Timberland is proof that profit-minded companies can build on their success while "doing well" for shareholders and "doing good" for communities. Jeffrey Swartz firmly believes in commerce, and that profits for Wall Street are necessary—but not sufficient. He also believes in commitment: to the basic human rights of everyone involved in the Timberland value chain; to minimizing Timberland's impact on the environment; and to the notion of engaged citizenship that encourages us to take the resources we have and find the will to create sustainable solutions that are good for everybody. $99.99 [Add to Cart]From creative accounting to outright dishonesty, businesses behaving badly have headlined newspapers across the country. After years of "greed is good," integrity is once again in vogue. But, has the pendulum swung back too far? In this frank discussion, Pam Lopker questions whether recent legislation will be successful in its attempts to codify and enforce virtue from the outside. She argues that survival, rather than regulation, will drive ethical business practices—that to be successful in the long run, an undercurrent of values must permeate all aspects of your organization. You have to look at every transaction from the point of view of the customer, the employee, and the community, and ask, "Am I doing the right thing for this stakeholder?" Ultimately, this perspective is not only virtuous—it is also your best strategy for success. $99.99 [Add to Cart]Not all customers are created equal. Ten percent of your customers often provide ninety percent of your profits. You break even—or lose money—on the rest. As Roger Siboni explains, the best usage of customer relationship management (CRM) is to enhance the experience for profitable customers, and bring down costs by automating unprofitable ones. The secret is in differentiating your best customers, giving them personalized service, and rewarding them for their loyalty. This requires an enterprise-wide commitment to sharing customer data, and the reinvention of how every department in the company interacts with customers. $99.99 [Add to Cart]Great organizations start with great ideas, but they are sustained only through the dedication and passion of great people. To encourage such employees, Libby Sartain advocates a healthy, high-performance culture based on loyalty and trust. How do you create such an environment? Through honest, two-way communications, adherence to stated values, and the establishment of clear expectations and rewards. Once you set these wheels in motion, the combined energies of all employees will be channeled naturally toward achieving your company's market and growth objectives. Sartain explains how to unleash the power of your company's foremost asset—its employees—to create lasting value. $99.99 [Add to Cart]Richard Roi Todd Pierce At any given time, companies may be juggling as many as ten different change initiatives. The sad reality is that the majority of them will fail as new ideas lead to new projects while the older ones are allowed to languish. And often, it’s large companies with strong corporate cultures that have particular difficulty handling change. Adaptation, done correctly, can lead to increased profits, but it’s important to remember how you got there. A truly adaptive organization values people over technology and respects its employees as both individuals and team members.
If your business has a closed innovation model, there is only one way into the product development funnel, and there is only one way out to the market. While this model has performed remarkably well for many companies—in many, many industries—it is now obsolete. In conditions of uncertainty, with very complex information, you don't have all the data you need to make the right R&D decisions every time. There is a temptation to go with ideas or products that fit your current business model, with the risk of investing in flops while overlooking potential blockbusters. Dr. Chesbrough describes how to open your closed innovation model, and then apply these same principles to rejuvenate your company's broader business model. He details specific examples of enterprises that have successfully leveraged innovation to create and capture value from ideas and technologies. $99.99 [Add to Cart]Most companies that attempt fundamental transformation fail. From a ten-year study of over 500 firms, Professor Tabrizi found the successful ones share common practices: from creating an initial sense of urgency and top-down alignment, to building cross-functional teams with the stamina to “reassemble a flying plane,” to committing to ruthless operational execution and dramatic cultural change. Hewlett-Packard and Oracle had unique transformation goals yet shared common practices. H-P’s top management set goals, timetables, and performance expectations for a multi-pronged overhaul of its operating model, capital structure, R&D investment, and IT infrastructure. Oracle’s transformation from an amalgam of seventy “little companies” to an integrated, cost-efficient structure was launched with a top-down sense of urgency, coupled with changes in performance incentives to get employees on board. $99.99 [Add to Cart] David Bradford Scott Brady Rich, honest feedback is a critical part of your employees’ success, regardless of their rank in the company. It lets them know that you, their leader, care about their progress. So what exactly should be included in this feedback? Let employees know what they’re doing right, what still needs improvement, and what your specific expectations are. With an eye toward employee development, this feedback-positive approach can create learning opportunities and help revitalize your organization.
 Organizations totally driven by the market consistently outperform their competition in profitability. These organizations carefully segment their markets and deliver an outstanding value proposition to their target customers. However, truly market-focused organizations must also pursue more than a sound market strategy. They must align their culture with the target customer value proposition. Professor Rao details the six levers of culture building, and explains how aligning these factors reduces employee stress and turnover, creating a self-selected, productive workforce that is in touch with the demands of potential customers.
Organizations are built for stability, not for change. But in today's highly competitive business environment, organizations must be ready to change—and change frequently. They need to replace long-term planning with a succession of short-term advantages. They must increase their "surface area" with the outside world; drive leadership to lower levels in the company; and reward decision makers for change management as well as results. $99.99 [Add to Cart]Charles O'Reilly III “Ordinary” people are just as capable of leading your company to success as the expensive talent you could bring in from outside. But how do you motivate your employees to aspire to greatness? (Hint: Not with money.) Make your employees feel important, and let them know that you truly care about their contributions. In this best-selling video, you'll learn how other companies, including Southwest Airlines and the Men’s Wearhouse, have used this strategy to achieve success. See how your preconceptions can hurt you, and how you can change your company’s culture to encourage your employees to produce better results. $99.99 [Add to Cart]iRobot operated without venture capital and on a break-even basis for eight years, developing a number of products for industry and the military without commercial success. An engineer who minored in business, Angle shares the practical lessons learned from these early failures: from managing a business struggling month-to-month to make payroll, to fostering early collaboration between engineering and marketing, to “rebuilding the plane you are flying” when growth ultimately takes off. $99.99 [Add to Cart]Many organizations today have flattened their traditional hierarchies and redistributed work to multi-functional teams. Although easily launched with the promise of decreasing cycle time, improving quality, and increasing customer satisfaction, most teams find it difficult in practice to reach their potential. With a bias toward the pragmatic, Dr. Meyer suggests how to avoid "teaming": the deadly reflex reaction to form a team regardless of the situation. He addresses the trade-offs and downsides of teams, but then proceeds to detail fifteen key architectural elements that help create productive teams that work effectively—and can actually fulfill their promise. $99.99 [Add to Cart]What do you consider the most important responsibility of a manager today? For Jennifer Kenny it is the dynamic concept of "mobilization." The world has changed radically and companies are recognizing that skills previously considered essential to the success of an organization, such as problem solving, goal setting, and operations management, are by themselves no longer sufficient. Kenny offers a reinterpretation of current and historical business breakdowns, seeing them instead as the result of lacking the new essentials of commitment, trust, and coordination. $99.99 [Add to Cart]Southwest Airlines started with a simple idea, and managed to stick with it through decades of unprecedented growth. Many have tried (but failed) to emulate their success. According to Colleen Barrett, the idea is so simple, nobody quite believes it: customers return because they like the experience and they like the way they are treated. But how do you keep your customers this satisfied? By keeping your employees satisfied. Barrett spends 70-80% of her time assuring that her employees are valued as people, and encouraged to do the right thing rather than doing things right. She acknowledges that you can't expect employees to be saints, but you can expect integrity and commitment to the team. Her guiding rule is to hire on attitude and then train for skills, seeking individuals who will take the business—but not themselves—seriously. $99.99 [Add to Cart] |
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