Efnisyfirlit

• Cover
• Praise for Powerhouse
• Title Page
• Contents
• About the authors
• Acknowledgements
• 01    Introduction
• Building lives through lending
• Educating a nation
• A search for insights
• Background to our project
• Cutting to the chase – the ‘what’ and the ‘how’ of enduring high performance
• Making the best use of this book
• Note
• 02    Grameen Bank: The bank of the villages
• What makes Grameen Bank a performance powerhouse?
• Grameen Bank powerhouse
• The poor professors of Jobra
• US$27 that changed the lives of 100 million families
• ‘Everything they do, we do the opposite’
• Grameen is still a bank
• The ‘16 Decisions’
• Branch number 23760207
• Sustainable from the start
• The five-star branch
• No one stands alone
• The four principles
• Never standing still – Grameen II
• ‘We are not job seekers, we are job creators’
• The Museum of Poverty
• Powerhouse Principle 1: ambition
• Notes
• 03    Médecins Sans Frontières: Témoignage – bearing witness to conflict and disaster
• What makes Médecins Sans Frontières a performance powerhouse?
• The Médecins Sans Frontières powerhouse
• Go where the patients are
• The MSF charter – more than rhetoric
• Serving those in most need
• Empowered to impact
• Earning their MSF T-shirt
• MSF mission in Haiti
• MSF – a high-performance organization
• Powerhouse Principle 2: purpose
• Notes
• 04    Southwest Airlines: Without a heart, it’s just a machine
• What makes Southwest Airlines a performance powerhouse?
• The Southwest Airlines powerhouse
• Flying across Texas
• LUV is all around
• Fixing the ‘what’, ‘why’ and – most importantly – the ‘how’
• Enabling the ‘how’ by finding and engaging the right people
• Mobilizing employees around the ‘measures that matter’
• Building understanding and ownership of metrics
• Aligning employee and airline interests
• Act like owners
• Modelling and managing employee performance
• Managing performance and making it consequential
• Motivating innovation and rapid continuous improvement
• Innovation in action
• Driving better decisions
• Building customer insight and intimacy
• Without a heart, it is just a machine
• Powerhouse Principle 3: measures
• Notes
• 05    US Marine Corps: Semper fidelis – always faithful
• What makes the US Marine Corps a performance powerhouse?
• The US Marine Corps powerhouse
• Becoming a Marine – Parris Island graduation day
• The role of the Marines – where they fit
• Marine Corps recruit training, Parris Island
• Clarity of direction, aligning institutional and individual aspirations
• Relentlessly high standards – embedded in the culture
• Marine Corps standards – anchored in values
• How high standards are achieved – creating a culture
• Delegated, effective decision making – close to the action
• Commander’s intent
• You don’t join the Marines, you become one
• Powerhouse Principle 4: standards
• Notes
• 06    Curtis Institute of Music
• What makes the Curtis Institute of Music a performance powerhouse?
• The Curtis Institute powerhouse
• An inspirational setting
• The birth of a great institution
• Free-tuition policy
• Petri dish of talent
• High entry standards
• Uniquely low student–faculty ratio
• Advocates for the art form
• Interesting people make interesting artists
• Learn by doing
• No hiding place
• Performance focus
• The art of practice
• Strong work ethic
• Never standing still
• Cherishing Curtis Institute of Music’s heritage
• Powerhouse Principle 5: gap
• Notes
• 07    The Finnish state school education system: Candles of the nation
• What makes the Finnish state school education system a performance powerhouse?
• The Finnish education powerhouse
• ‘Peruskoulu’ – the big dream
• ‘Kansan kynttila’ – candles of the nation
• Feedback-rich culture despite limited ‘formal’ testing
• Give good people autonomy to make decisions
• Freedom to innovate
• Special needs: the norm not the exception
• Continual teacher education
• Results achieved with modest investment
• The tradition of penkkarit
• Powerhouse Principle 6: decisions
• Note
• 08    Tata Group: Nation builders
• What makes the Tata Group a performance powerhouse?
• The Tata Group powerhouse
• Tata – a corporation with a difference
• A value-centred corporation
• Integrity in action – 100 per cent or 0 per cent!
• Understanding – building a city not just a company
• Excellence – swimming with the big fish
• Unity – powering global expansion
• Responsibility – nation builders
• Powerhouse Principle 7: code
• Notes
• 09    St Louis Cardinals: The birds on the bat
• What makes the St Louis Cardinals a performance powerhouse?
• The St Louis Cardinals powerhouse
• Steady hand on the tiller
• The ‘Cardinal Way’ – there is no secret sauce
• The name on the front of the jersey
• Player character
• The city and its team
• Working in partnership
• Everyone owns the performance
• We are in the memory business
• The best of the best in making connections to fans
• Powerhouse Principle 8: engagement
• Notes
• 10    Inside the Mariinsky – the Kirov
• What makes the Mariinsky Theatre a performance powerhouse?
• The Mariinsky (Kirov) powerhouse
• Jewel in the crown of the arts world
• Teaching the world to dance
• The long journey that takes 40 steps
• The Mariinsky can never become like a museum
• Feeding off the environment
• It is all about performance
• Keeping the flame lit
• Attention to detail
• Passing on the torch
• Poetry in motion
• Music is our one and true monarch
• Resilience
• Stronger than ever
• Powerhouse Principle 9: resilience
• Notes
• 11    New Zealand rugby: Better people make better All Blacks
• What makes the New Zealand All Blacks a performance powerhouse?
• The New Zealand All Blacks powerhouse
• ‘Unify and inspire New Zealanders’
• Leave the jersey in a better place
• The standard of ‘okay’ is not okay!
• There is always someone else to take your place
• The role of standard-setters
• Better people make better All Blacks
• Dual leadership model
• Process, process, process
• When the clouds lift, the sun comes out
• Feedback-rich culture
• ‘The Invincibles’
• Powerhouse Principle 10: feedback
• Notes
• 12    Mayo Clinic: The three shields of health
• What makes Mayo Clinic a performance powerhouse?
• The Mayo Clinic powerhouse
• The union of the doctor and the sister
• The needs of the patient come first
• The Mayo Clinic Model of Care
• The Surgeons Club
• Rapid diffusion of best practice
• Disciplined approach to work practices
• Making the right thing to do the easy thing to do
• Standardized adoption of best practice
• The collective expertise of Mayo
• Commitment to research and education
• Physician-led leadership
• My best day’s work
• The patient experience
• Destination medicine
• Innovation by design
• The three shields of health
• Powerhouse Principle 11: teamwork
• Notes
• 13    Toyota Motor Corporation: Everybody wins
• What makes Toyota a performance powerhouse?
• The Toyota Motor Corporation powerhouse
• Making cars Motomachi-style
• Kaizen in action
• Toyota as a high-performance case study
• Vision and challenge – stretched and made real
• Performance through problem solving
• Continuous dynamic, broad-based, synchronized improvement
• Teams of people, driving and owning performance
• Ever better cars
• Powerhouse Principle 12: improvement
• Note
• 14    Conclusion: Becoming a performance powerhouse
• Enduring high performance – from the ‘what’ to the ‘how’
• Note
• Index
• Copyright