Less Is More: How Great Companies Use Productivity

Less Is More: How Great Companies Use Productivity

Jason Jennings

Language: English

Pages: 272

ISBN: 1591840015

Format: PDF / Kindle (mobi) / ePub

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.

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interrupted by scores of people who had been bused in for a “demonstration.” (There’s a word that’ll scare a business owner or manager.) It seems that more than 80 percent of the citizens of a New Zealand town had signed petitions (ugh—another scary word) asking the company to build a store in their town. Not only people but entire communities want to be part of a special club. The Term “Head Count” Raises a Big Question In the process of questioning the people who lead and manage some

but firmly. “The question,” she says, “the one we ask before we make any decision is, ‘What’s the good business reason for doing this?’ ” Now I suggest you pause to think about this question for a moment. “What is the good business reason for doing this?” When you consider all the implications, the fundamental importance of the question becomes vividly clear. And yet, from your own experience in business, how often have you observed that question being thoughtfully considered before a manager,

to walk to the front of the room, fill in the blank they’re responsible for and furnish a brief explanation. “No way,” says Jack Stack, smiling. “When you do it every week, over and over again, and everyone has learned the game of business, it doesn’t take much time at all. Everyone comes to the front of the room, writes in their number and makes a quick comment. “It’s a system,” Stack says, “and it moves fast. People have learned not to waste time making excuses—the numbers are the numbers.

and respectful way—simply another method to drive home the fact that management trusts the employees. Pay for productivity is also an effective way for companies to identify who will and who will not fit into their culture. Those who simply don’t fit at a place like Nucor, SRC, Warehouse and Ryanair will opt out of the system for fear that they won’t earn enough to live on. The people who fit and work within the culture will find themselves well rewarded. The pay-for-productivity plans used by

unprecedented productivity. Former athlete Bill Zollars is a coach-CEO fervently committed to diverse workplaces, to the value of the customer and to defying the naysayers by winning. Jack Stack’s eyes become moist when he talks about building companies that provide financial security for his workers. To prove that it’s never been about the personal accumulation of money but doing good work, Stephen Tindall has given his wealth to a foundation that provides for the needy, underprivileged and

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