The purpose of this article is to shock you out of your
complacency, to make you to think, and to get you to act.
What if a cat landed on a hot tin roof and just sat there?
The results wouldn't be pretty.
The same result happens when organizations become satisfied
with doing what they've always done; they are burned on the
hot tin roof of complacency, resulting in a searing
obsolescence.
Consider all of those organizations that don't exist any
more than were once considered world beaters. They spent
time patting themselves on the back, repeating the same old
same old, and they quickly became irrelevant. When was the
last time you rode on a Concorde SST? Are you still slim
from the Scarsdale Diet? When did you last eat at Minnie
Pearl's? Did you stay at Howard Johnson's during your last
vacation? Can you still find your George Foreman grill?
Consider all of those organizations that pretend that
everything is fine . . . when anyone can see that they are
in trouble. The hot tin roof of complacency will
eventually destroy them, too. Do you shop at Sears as much
as you did 20 years ago? Do you consider GM cars and
trucks when you need a new vehicle? Do you still read a
daily newspaper? Do you watch the nightly news on one of
the three original television networks?
How can you get off that hot tin roof of complacency? You
need breakthroughs; breakthroughs you can best create by
designing and delivering 2,000 percent solutions (ways of
accomplishing 20 times more with the same time, resources,
and effort). This article shows you what actions you need
to take now to get the most benefit for your organization
by hopping off the hot tin roof of complacency onto the
upward rising elevator of continual breakthroughs. Here's
the list:
1. Write down where your organization is performing well in
relation to your needs for tomorrow.
2. Write down where your organization needs to improve now
in light of tomorrow's potential.
3. Write down those areas where your organization must
change in order to perform close to its future potential
and set deadlines for when these changes need to occur.
4. Share what you have written with those who will have to
make the changes. Give them copies of The 2,000 Percent
Solution and The 2,000 Percent Solution Workbook and set
dates for completing plans to meet these deadlines for
change.
5. Begin helping everyone in your organization learn to
identify stalls (bad habits that make you complacent and
retard improvements, overcome them through stallbusting and
create many 2,000 percent solutions by employing the
management process described in Part Two of The 2,000
Percent Solution.
6. Put measurements in place within each key activity to
track the rise and fall of complacency throughout your
organization.
7. Check to be sure that the dates to begin repeating the
eight-step process for creating 2,000 percent solutions are
being observed.
8. Reread relevant materials about how to create 2,000
percent solutions annually.
Copyright 2007 Donald W. Mitchell All Rights Reserved.
----------------------------------------------------
Donald Mitchell is chairman of Mitchell and Company, a
strategy and financial consulting firm in Weston, MA. He is
coauthor of six books including The 2,000 Percent Squared
Solution, The 2,000 Percent Solution, and The 2,000 Percent
Solution Workbook. You can find free tips for accomplishing
20 times more by registering at:
====> http://www.2000percentsolution.com .
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