OE21 Case Study Introduction

CASE STUDY INTRODUCTION

Let’s jump right into the game!

 

The best way for managers to learn how to implement organizational excellence is to engage in an interesting Case Study. Our Case Study is based on Chuck Mitchell's experience in coaching and training thousands of managers at over 1200 organizations listed on his HPO21 Institute web site. See https://www.hpo21institute.com/customers

 

This Case Study is about the Elafino Sports Center (a fictitious business name). The center offers Hockey, Ice and Figure Staking, and a Fitness Center services for its community members.

 

     FYI, Chuck has tried to make the characters in this Case Study humorous enough to make the readers smile and laugh a bit. Why not have fun learning? 

How this engagement began - After receiving promotional emails about the benefits of the OE21 System, the CFO of the Elafino Sports Center sent a message to the HPO21 Director (Chuck Mitchell) and asked him for information about the system. Chuck replied to the CFO and scheduled an initial short online meeting.

 

Chuck has training in a technique called "opportunity marketing" and so he applied some of what he had learned. FYI, these techniques are documented in the OE21 Standard 3.2a Opportunity Marketing Guide.

 

Chuck's objective for the initial meeting is to learn about the customer's leaders and managers, and information about the services they provide. Chuck asked the CFO for several items to help plan the upcoming online meeting:

  • A layout drawing of the Elafino Sports Center and any descriptive information available.

  • An organization chart showing all leaders, managers and work units of the Elafino

The CFO responded and emailed the two items back. Chuck learned a lot from the layout, organization chart, and other information about the Elafino Sports Center. 

Figure 1 Elafino Sports Center Layout

Each of the three rinks has bleacher seats for the people who come to see the sports in action. The executive offices are upstairs. The facility includes an unused rink, an unleased restaurant, admission office, a concession stand, and a few office spaces for lease.

 

The Organization Chart identifies Elafino Managers. Chuck knew that the organization chart is helpful in deciding how to assign managers to the four focus teams that will implement the OE21 system. Below is the Elafino Sports Center Organization Chart, showing manager positions.

                                   Figure 2 - Elafino Sports Center Layout

The First Meeting - Using his online meeting program (Zoom), Chuck and the Elafino CFO met online at the scheduled date and time. After friendly introductions, Chuck asked the CFO for a short overview of each of the leaders and key managers with roles shown on the Organization Chart. 

The CFO responded and Chuck made notes about each of the people. The CFO provided the following descriptions about the people in the Elafino organization.

The CEO of the Elafino Sports Center is known as "J.T." He reviews and approves decisions about special program purchases, which might be OE21.  

"Ben Magic is my Chief Financial Officer, and he will help you with any financial reports or information you might need to look at, including the Accounting and Payroll processes for this place."

"Ann Happy is my VP of Sales and Marketing," and I am sure you will like Ann because she always smiles and cracks everybody up with her sense of humor."

"Loel Profile is my Public Relations guy," J.T. says. "Loel handles the local community and government issues that come up around here."

"Seymour Bits is my Information Management guy," and he handles our website, computers, file management, and is now working on our INTRANET.

"Neda Quick is my Vice President of Administration," and she knows everything and everybody because she has been here since we opened ten years ago."

"Iville Workem is my VP of Operations," and he is the boss of our key hockey, figure skating and the fitness center managers."

"Dee Benfito is my head of Human Resources," and she hires and fires our workers and takes care of their benefits and their complaints, along with all that other paperwork that the federal and local governments make us do."

"Owa Byi manages our Purchasing," and he buys all the supplies and materials that we use in our hockey, figure skating and fitness center as well as the concession stand food and drink items, and the janitorial supplies."

"All these people report directly to the CEO," the CFO points out.

"But when it comes to the hockey, figure skating, and fitness centers, the CEO delegated that management job to Iville Works the Operations VP, and three key managers report to Iville."

"Slammer Banks is our Ice Hockey Manager and Lead Trainer," and he is an ex-hockey pro out of Toronto and is nobody to mess around with on the rink. He gives the upcoming hockey kids and young adults a major workout, along with a few of his love taps," J.T. laughs.

"Axel Lutz is our Figure Skating Manager and Lead Trainer. She helped Katarina win the Olympic Gold in Ice Skating back in 1984, and she knows her stuff. We know she is good because get figure skating students from across the USA and a few from Europe."

"Tri Bicep" is our Fitness Center Manager," and he spends most of his day working out with his members. He can do 300 pushups in three minutes. He keeps plenty of equipment in our fitness center, and our customers appreciate that."

Ben Magic (CF) finished his introductions to the organization. 

 

“Last but not least, we have about one hundred workers who report directly to their managers in the hockey, figure skating, fitness center, admissions, concessions, and administrative areas. Our workforce is about 120 employees including the managers you just learned about."

When the CFO finishes, Chuck expresses his appreciation for this excellent introduction to the managers of the Elafino Sports Center. Next, Chuck asks for the next online meeting. 

"Thank you so much for your time in this meeting, and now I would like to schedule the next meeting with you."

The CFO replies, "Ok, but what is the agenda for the next meeting."

Chuck replies, "The purpose of the meeting is to learn the CEO's goals, objectives, challenges, and desires - it's about the problems that the CEO would like to see solved."

 

Chuck continues, "At this next meeting, I will ask your understanding of what problems the CEO seems to be concerned with now - can you help me with that?" The CFO replies, "Yes, I think so." Then they schedule the next online meeting. 

The CFO opens the "trust door" and decides to give up a little inside information about what is on the CEO's mind these days. 

 

  • NOTE TO MANAGERS: Since the CFO is willing to proceed ahead to another meeting, Chuck feels that the CFO is on the way to becoming an "internal sponsor" for the OE21 program initiative.  Getting the "trust door" open is not easy and usually takes a series of short meetings over a period of several weeks. The goal at this point is to get one or more internal sponsors who have clout in the organization. The internal sponsor is likely to give up clues about the decision-maker. See OE21 3.2a Opportunity Marketing for more on this. 

The Perspectives Meeting - After waiting a week, Chuck meets online with the CFO, and the dialogue continues. The CFO clearly understands what the CEO wants, and the CFO wants it too. At the second meeting, Ben Magic (CFO) reveals a list of what he believes to be the CEO's perspectives about the Sports Center:

 

  1. Stop losing money every month 

  2. Get more customers 

  3. Stop the high turnover of employees 

  4. Improve customer services for hockey

  5. Improve workforce outputs and satisfaction with their  jobs 

  6. Improve workforce capability to do today's jobs as well as anticipated jobs

  7. Reduce the cost of goods sold without a loss of customers

  8. Improve community relationships

Chuck shows his appreciation for these sensitive insights into the Elafino CEO and CFO issues. After thanking the CFO, Chuck explains that he will now prepare a presentation that links the list of CFO perspectives to the solutions provided by the OE21 Program. Chuck also explains that when his presentation is ready, he would like to preview it with the CFO and a few other managers within the Elafino organization. 

The CFO asks, "Who else do you want to talk with in the next meeting?" 

Chuck replies, "I would love to get four perspectives, which leads me to whom I need to talk to."

  • Leadership perspective: "That's you, Ben Magic, the CFO."

  • Customer perspective: "That would be Ann Happy (VP Sales/Marketing)

  • Operations perspective: "That would be Iville Workem (VP Operations)

  • Workforce perspective: "That would be Dee Benfito (HR Manager)

The CFO tells Chuck that he will let these folks know about this and that he will wait for Chuck to set the meeting date. That ends Meeting 2. 

   

  • NOTE TO MANAGERS: With the list of 8 items and CFO agreement for Chuck to talk to the key managers,  Chuck has enough information to create a draft presentation that links the 8 CEO/CFO  perspectives (problems) to the OE21 Program (solution). 

Once Chuck has the draft presentation ready, he asks Ben Magic (CFO) to set the date/time for Meeting 3, and Ben does precisely that.

The Draft Presentation Meeting - The meeting attendees are Ben Magic, Ann Happy, Iville Worken, and Dee Benfito. Chuck presents the OE21 Program (draft) slides and asks questions that lead to changes, deletions, and improvements of the draft presentation. This presentation is successful because of the linkage between the decision-maker (CEO) perspectives and the solutions that OE21 provides. Now the key managers are into the game as well as the CFO.

Chuck thanks the attendees, and the meeting ends. Next, Chuck incorporates the changes recommended by the CFO and the key managers. - and these changes are intended to make the final presentation to the CEO more acceptable. 

  • NOTE TO MANAGERS: Besides improving the presentation, Chuck has likely persuaded the key managers to help support the OE21 program. Chuck knows that the CEO will rely on the inputs of the CFO and senior managers before deciding to purchase. 

The Initial Organization Results Assessment - Chuck feels that he must do something extra to persuade the decision-maker to move forward with the OE21 Program. Since he has excellent communications with crucial managers, he decides to ask them to respond to a survey, called the OE21 B.1 Organization Results Assessment. Chuck calls the CFO and explains that the survey should go all of the Elafino managers. Chuck recommends that the survey consists of four surveys (one for each of the four focus teams). Chuck explains that he suggests that the Elafino managers be assigned to focus teams as follows:

Leadership Focus Team (LFT)

  • LFT      J.T. (CEO)

  • LFT      Ben Magic (CFO)

  • LFT      Neda Quick (VP Administration)

  • LFT-IT  Seymour Bits (IT Manager)

 

Customer Focus Team (CFT)

  • CFT     Ann Happy (VP Sales/Marketing)

  • CFT     Loel Profile (Public Relations)

Operations Focus Team (OFT)

  • OFT     Iville Workem (VP Operations)

  • OFT     Owa Byi (Purchasing Manager)

  • OFT     Slammer Banks (Hockey Manager)

  • OFT     Axel Lutz (Ice Skating Manager)

  • OFT     Tri Bicep (Fitness Center Manager)

Workforce Focus Team (WFT)

  • WFT     Dee Benfito (HR Manager)

  • WFT     (To be assigned) Hockey Work Unit Supervisors reporting to Hockey Manager

  • WFT     (To be assigned) Ice Skating Work Unit Supervisors reporting to Ice Skating Manager

Chuck explains to the CFO that each of the team members will receive an email with a LINK to their particular focus team survey. Chuck estimates that each survey will take about 40-45 minutes to finish. The CFO agrees to let the people know that the survey is coming to them.

Chuck executes OE21  B.1 Organization Results Assessment. Chuck emails the four links to the focus teams and asks them to get the survey done by the same time next workday. 

Two days later, Chuck exports the survey results from the survey system into the OE21 Results Excellence Dashboard. The results appear, as shown in Figure 3.

Figure 3 - Elafino Sports Center Initial Results Excellence Dashboard

 Chuck compares the Elafino Results to the list of issues that the CFO believes are the top ones on the mind of the CEO:

  1. Stop losing money every month 

  2. Get more customers 

  3. Stop the high turnover of employees 

  4. Improve customer services for hockey

  5. Improve workforce outputs and satisfaction with their  jobs 

  6. Improve workforce capability to do today's jobs as well as anticipated jobs

  7. Reduce the cost of goods sold without a loss of customers

  8. Improve community relationships

  • NOTE TO MANAGERS: As specified in OE21 Standard B.1, red is unsatisfactory, yellow is marginal, and green is satisfactory. Read the OE21 B.1 standard and see how the percent and points work. Then see if you can match the list of issues with indicators on the dashboard. 

Chuck now has what he needs to prepare for the decision-maker presentation meeting. His final presentation incorporates the CEO perspectives and feedback from the Elafino managers. Chuck has inserted the initial Results Excellence Dashboard into the final presentation. Chuck then sends a message to the CFO, asking him to meet with the CEO and set the date/time for the presentation. The CFO does exactly that.  

The Decision Maker Presentation Meeting - At the scheduled date/time, Chuck presents the OE21 Program Presentation to the CEO, CFO, and the key managers. The CEO likes Chuck's understanding of his perspectives. He also likes how Chuck links these issues to the OE21 Results Excellence Dashboard. Best of all, the CEO begins to see the value of OE21 Program implementation and how it will help resolve these issues and problems. After the presentation, the CEO asks his managers for concurrence and receives it from the others attending. 

The CEO then asks the CFO about the cost of implementing the OE21 Program. The CFO points out that the costs and implementation time estimates are in Chuck's presentation attachments. 

After this, the CEO decides to purchase the OE21 Program. The CFO calls Chuck and gives him the good news. After the purchasing process, Chuck and the Elafino focus teams are ready to begin implementation. 

Where We Go From Here - Once the OE21 purchase is completed, Chuck guides the Elafino Sports Center leaders and managers in the implementation of the OE21 Program. The near term steps are as follows:

  • A.1 OE21 Setup - install the OE21 main menu and download files to the Elafino customer

  • Assign the leaders and managers to OE21 Focus Teams (see Team Guide)

  • Focus Teams begin to implement their assigned OE21 Standards

    • Leadership Focus Team (see LFT)

    • Customer Focus Team (see CFT)

    • Operations Focus Team (see OFT)

    • Workforce Focus Team (see WFT

About Implementation - The OE21 standards are designed for either serial or parallel implementation. Depending on the organization's preference and ongoing workload, a serial implementation means that the LFT implements all its standards first, then the CFT, then the OFT, and finally, the WFT. The serial approach takes the longest time.

The parallel implementation means that all four focus teams implement their standards at the same time. Each focus team takes care of the ongoing workloads and finds time to implement their OE21 standards as well. 

The HPO21 Institute suggests that the organization assigns at least one of their team members as the OE21 Facilitator (FAC). The FAC is like a project manager going from team to team to help make sure everyone is making reasonable progress. The FAC is the one who communicates typically with the HPO21 Institute to request help or additional coaching. 

Chuck or other OE21 coaches from the HPO21 Institute provide help and coaching during the implementation process, on an as-needed basis. 

How this Case Study Integrates with OE21 Standards - As you study and implement each of the OE21 Standards, you will find links to the Case Study for each Standard. The Case Study continues the story of the Elafino Sports Center and helps understand the value of the OE21 Program.

 

As you go forth in your OE21 experience, ask yourself questions like this:

  • "What do these senior leaders expect from their managers?

 

  • "What do the managers expect from their leaders?"

  • "How do senior leader's higher-level goals become the basis for setting lower-level goals and objectives that managers and their workers should achieve?" 

  • "How do managers make sure that their lower-level goals are in alignment with their senior leader's vision, mission, and strategic goals (if available)?"

  • "Is doing my best good enough? Or should I do what is required?

  • NOTE TO MANAGERS: The OE21 Program challenges any manager or leader to stay focused on measuring and boosting the financial, market, customer, operations, and workforce results required for high performance and organizational growth and sustainability.

  • QUESTIONS FOR MANAGERS

    • What did you learn from your studies of this OE21 Introduction?​

    • What do you think you should do to be a better manager?

 

  • Implementing OE21 helps you understand that doing your best is not good enough - you must do what is required to measure and boost organization results! Why not become one of the top 10% of the estimated seven million managers in the world?