Less Is More: How Great Companies Use Productivity
From the author of the bestselling It's Not the Big That Eat the Small, It's the Fast That Eat the Slow comes a vital new guide to increasing business productivity without adding employees or other overhead costs
Managers and CEOs are always looking for ways to keep productivity high, and recent economic shakiness has only reinforced their need. Now Jason Jennings, a bestselling author and international business consultant, offers a groundbreaking look at how to boost productivity and your bottom line.
In Less Is More, Jennings shares tested and successful programs from the leading giants in industry and presents new trends that businesses of all sizes will be able to implement. Inside, you'll learn how to:
- increase sales 300 percent without increasing head count
- become 10 times more efficient
- keep track of every penny
- use technology and automation in your favor
Written in the same breezy, informative style of Jennings's previous book, Less Is More is sure to join its predecessor on bestseller lists nationwide.
process. Some people forget, others head off course and we all make mistakes. Everyone needs to keep coming back and be told why we exist.” 3. Deal with the Unions and Cynics... Then Move On If I had a nickel for every time someone’s told me over the years, “You just don’t understand, we’re a union company and we can’t do the same things that nonunion firms do,” my piggy bank would be full. After researching the companies selected to be in this book, I have two observations about the
highly productive businesses—like Dan DiMicco, who answers his own phone; Michael O‘Leary, who sends his own faxes; and Bill Zollars, who answers his own e-mail—sends a resounding message throughout the organization that the days of bureaucracy are over. “Create passion in the ranks: lead by visible example, show the troops you care—a lot!” The passion of a leader is demonstrated by Michael O’Leary’s collecting boarding coupons and unloading luggage, Bill Zollars’s nonstop year of travel to
that there’s a flock of attorneys circling above them like vultures over roadkill ready to swoop down and sue them any time they fire someone. And that’s not the reality. In the story, the true culprit was a boss who was too much of a wimp to be honest, a leader who chose to play the easier role of good old boy (and we’re talking sexual harassment here—duh!). That’s why his company got taken to the cleaners. Consider the lost opportunity for a moment. He could have been seen as someone
earlier, SRC’s Jack Stack is proud of the fact that his company changes bonus programs frequently—more than twenty different ones in the past twenty years—and each is tied to the accomplishment of specific team objectives. “We’re constantly looking to the future and asking ourselves where we might become weak. After all, we have people’s lives at stake here and they must be protected.” Stack says, “What we try to do with all of our compensation programs is drive out weakness. For example, we
Marion Sandler’s question repeatedly: “What’s the good business reason for doing this?” By our best estimate, the top productive companies in this book have collectively invested more than $20 billion in technology. But each went through a precise decision-making process much like the one listed above, and each plunged in for the right set of reasons. The bottom-line lesson is that it’s people and culture—not technology—that provide productive companies their outstanding competitive