Improve Irresistible Profit Growth Through Repetition of Essential Questions

Many irresistible forces may conspire to retard your company's repetitive use to create better results. If you allow that slowdown to occur, you increase the likelihood of having one breakthrough that you cannot follow promptly with another.

You'll be tempted, in particular, to shorten up your training efforts in order to get more gains from your early insights. However, you need to follow Dell's example and choose controlled growth.

Moving forward more slowly will allow you to continue to develop and exploit new irresistible forces and shifts in old ones, plus add insights into how to create proprietary advantages for yourselves.

What concrete incentives for repeating the process of irresistible force management does your organization need?

Since you would like to extend the benefit of repeating the process in many different ways, you'll probably have to provide financial incentives for each person to learn and expand the use of irresistible force management. You can use the context of a management-by-objectives formulation and link the financial incentive to the effectiveness of each person in particular and the entire business in general. Another approach is to make promotions and raises contingent, at least in part, on the individual's performance in learning and supporting others in learning how best to use and repeat irresistible force management.

How can you create a structure to make it easy for your company to repeat the process and learn from the experience?

A company intranet or formal, paper-based sharing method will facilitate communication, sharing of insights, and learning from past experiences. An important element for establishing and maintaining this structure is seeking constant feedback on how to make this sharing more helpful, faster and easier to use, and less expensive.

How can you best involve those who are non-employee stakeholders?

In some cases, you may already have a way of communicating and sharing ideas with these individuals and organizations. You'll usually find that these mechanisms are too simple and infrequent to accommodate the opportunities of working together on irresistible force management.

A good way to begin finding a better mechanism is by describing your organization's experiences with the process to these stakeholders. At the same time, you can propose some initial experiments for working together in areas of obvious common interest.

For example, Dell, in the wake of the Compaq acquisition of Digital Equipment, could have teamed with the computer consultants it provides equipment to for bidding situations. The teams could have created one-on-one studies of how best to serve the newly-consolidating customer companies, following their acquisitions and mergers.

Based on such experiments, you'll need to propose expanded involvement with you stakeholders. With experience, you can build on what worked well and improve on what did not.

How should you measure how well your enterprise has done in locating, anticipating, adapting to, and creating changed irresistible forces?

You should certainly set up an internal capability to monitor and evaluate your effectiveness. But you should also set up a more objective, third-party-based mechanism to track how you have done. To the extent possible, you should base such measurements on independently testable information, rather than on subjective impressions. Almost everyone feels that he or she is doing an outstanding job, so this bias can trip you up if you are not careful.

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