Mastering the Rockefeller Habits: What You Must Do to Increase the Value of Your Growing Firm
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What are the underlying handful of fundamentals that haven't changed for over a hundred years? From Harnish's famous One-Page Strategic Plan to his concise outline of eight practical actions you can take to strengthen your culture, this book is a compilation of best practices adapted from some of the best-run firms on the planet. Included is an instructive chapter co-authored by Rich Russakoff, revealing winning tactics to get banks to finance your business. Lastly, there are case studies demonstrating the validity of Harnish's practical approaches.
If you are looking for an expanded and updated version of this 2002 best-seller, look for Verne Harnish’s latest title Scaling Up: How a Few Companies Make It...and Why the Rest Don’t (Rockefeller Habits 2.0). In Scaling Up, Harnish and his team share practical tools and techniques for building an industry-dominating business. These approaches have been honed from over three decades of advising tens of thousands of CEOs and executives and helping them navigate the increasing complexities (and weight) that come with scaling up a venture. This book is written so everyone - from frontline employees to senior executives - can get aligned in contributing to the growth of a firm. There’s no reason to do it alone, yet many top leaders feel like they are the ones dragging the rest of the organization up the S-curve of growth. This book can help you turn what feels like an anchor into wind at your back ― creating a company where the team is engaged; the customers are doing your marketing; and everyone is making money. To accomplish this, Scaling Up focuses on the four major decision areas every company must get right: People, Strategy, Execution, and Cash. The book includes a series of new one-page tools including the updated One-Page Strategic Plan and the Rockefeller Habits Checklist™, which more than 40,000 firms around the globe have used to scale their companies successfully ― many to $1 billion and beyond. Running a business is ultimately about freedom. Scaling Up shows business leaders how to get their organizations moving in sync to create something significant and enjoy the ride.
stories and legends each time a reward or recognition is given that highlights a core value. For instance, at our quarterly planning session we'll often recognize someone who exemplified the "1st Class for Less" or "Never, Ever, Ever Give Up" core value. Internal Newsletter Why struggle to come up with a catchy title for a newsletter when some word or phrase from your core values will do beautifully? Why organize your newsletter around seasons or quarters or heavenknows-what, when you've got
up on the proposition. "In 20 minutes," he told Schwab, "I'll show you how to get your organization doing at least SO percent more." He started by haVing Schwab write down and prioritize his six most important tasks to complete in the next business day. Then he told Schwab, "put the list in your pocket and take it out tomorrow and start working on number one. Look at that item every 15 minutes until it's done. Then move on to the next, and the next. Don't be concerned if you've only finished two
strong board member or a mentor. But you'll be glad you made the effort. And your employees and investors will praise your gutsy leadership. Mastering Organizational Alignment and Focus Top 1 What Is your number one? 1. Simply not big enough to compete-need to merge with larger firm. 2. Lacking a key player-until this position is filled, a lot of other efforts are wasted. 3. Economic engine is broken-there is simply no way to make money given the way we're doing business. 4. Someone else is
Strategic Plan. With plan in hand, take your top priority and align it with your Critical Number-that one key measurable that you want your organization to focus upon. Then brainstorm a theme Mastering the Quarterly Theme 65 to go with it. It ought to be something that will make the numbers memorable. This doesn't have to be anything particularly grand. The CEO of one major company had his three major priorities-represented by three Critical Numbers-engraved into wristwatches that he passed
Overall, the key question to ask is "What is the single most important measurable thing we need to accomplish in the next 3-to-12 months?" And I want to empha. size that this focus should change regularly to improve different aspects of the organization. It's like a weight lifter who focuses on different muscle groups during each workout to maintain proper proportions and to keep it interesting. It also lets different muscle groups rest. Smart Numbers Next, the executive team should identify