|If profit is the name of the business game then the goal of management must be to increase productivity and innovation and that means motivating employees and tapping into their passion.|
MAP determines company culture; company culture determines company success.
MAP is the force that distinguishes the winners from the also-rans in today’s culturally sensitive, creativity-driven, productivity-focused workplace.
Good MAP turbocharges people
- sparking creativity,
- speeding solutions,
- improving productivity,
- reducing turnover, and
- much, much more.
For years organizational productivity has been recognized as success-critical. More recently, studies have convinced companies in industries as diverse as financial services and fast food of the substantial impact of culture and the enormous cost of turnover.
The need to improve the former and reduce the latter is driving the realization that to change what employees do, managers must change how they think!
Tony Hsieh, CEO, Zappos says, “Our No. 1 priority is the company culture. Our whole belief is that if we get the culture right, then everything else, including the customer service, will fall into place.” 2009
Google CEO Eric Schmidt says, “The story of innovation has not changed. It has always been a small team of people who have a new idea, typically not understood by people around them and their executives. This [letting engineers spend about 20% of their time on projects outside their main job] is a systematic way of making sure a middle manager does not eliminate that innovation: It means the managers can’t screw around with the employees beyond some limit. I believe that this innovation escape-valve model is applicable to essentially every business that has technology as a component: You have to have the culture, and you have to get it right.” (Business Week, 5.12.08)
“David A. Brandon, CEO of Domino’s Pizza says, “You can’t overcome a bad culture by paying people a few bucks more.” He believes the way to attack turnover is by focusing on store managers-hiring more selectively, coaching them on how to create better workplaces and motivating them with the promise of stock options and promotions.” (Wall Street Journal, 2.17.05)
“The SAS culture keeps employees content and keeps them from leaving. On average, software companies turn over more than 20% of their employees each year. AT SAS, it’s around 3%. And according to Stanford University business Professor Jeffrey Pfeffer, that 17% difference conservatively saves SAS 70-80 million dollars in recruiting and training costs each year.” (60 Minutes, 10.13.02)
Frederick Reichheld, author of The Loyalty Factor (1996) and Loyalty Rules! (2001), shows in carefully researched studies that a 5% improvement in employee retention translates to a 25%-100% gain in earnings.
Since its inception in 1997 RampUp Solution’s mission has been to transfer to our clients our knowledge and expertise changing, enhancing and using their MAP.
The results for companies are better innovation, higher productivity, improved retention and a stronger bottom line.
The results for individuals are better reviews and higher raises.