Switchpoints: Culture Change On The Fast Track To Business Success通往商业成功的快速轨道上的文化变迁 免费 下载 115盘 pdf txt mobi caj lit

SwitchPoints is the inspiring story of how Canadian National Railway (CN) advanced from good to great in a few short years–becoming North America's top-performing railroad and a favorite with of corporate customers and investors. In it, the authors reveal how company-wide culture change propelled this aging transportation giant to become the profitable powerhouse it is today. Rich with insights and anecdotes, SwitchPoints offers lessons that can be applied to any organization seeking to improve the bottom line by improving their culture.

List of Illustrations

Foreword

Preface

Acknowledgments

Introduction: A Broken Culture

　The Culture of Early Quits

　A New Trip Plan

　Switchpoints

　Spiking the Switch

Part I: Building One of North America's Top Railroads

　Chapter 1: The Road to Best-in-Class

　　1830: Pioneering Days

　　1919: Nationalization

　　The 1980s: Deregulation

　　1992: Organizational Redesign

　　A Quick Change

　　1995: Privatization

　　The Right Leaders for the Job

　　1998: Precision Railroading

　　2003: Passing the Reins

　Chapter 2: Culture Change on the Fast Track

　　Acquisitions

　　Buying Other Cultures

　　The Challenge

　　The Results

　　The Trip Plan for Culture Change on the Fast Track

Part II: Clarifying the Vision

Chapter 3: CN's Five Guiding Principles

　Chapter 4: The Culture of Precision Railroading

　　The Organizational Culture Continuum

　　The Spectrum of Employee Engagement

　　The Role of Organizational Leaders

　　Washing Out the Mud in the Middle

Part III: Choosing the Right Switchpoints

Chapter 5: How to Change CN's Culture?

　　Culture Equals Behavior

　Chapter 6: Creating a Culture of 　　Discretionary Performance

　　What’s in It for the Employee?

　Chapter 7: Creating Q4 Leaders to Drive Change

　　Culture Change Begins with Leadership

　　The Q4 LeadershipSM Model

　　How Did CN Create Q4 Leaders?

　　Changing Your Style Isn't Easy

　　Building Leadership Fluency

Part IV: Selecting the Tools for Change

　Chapter 8: The Science of the ABCs

　　It's All about Behavior

　　The ABCs of Behavior

　　The ABCs Make Fundamental Sense

　Chapter 9: The Commanding Power of Consequences

　　Timing

　　Importance to Recipient

　　Probability of Recurring

　　Where Does the Consequence Come From?

　　Which Consequences Should I Use?

　　Consequences and Culture Change

　　Authors' Note: Doing the Right Thing with the ABCs

　Chapter 10: The ABC Toolkit

　　The Five-Step Model

Part V: Aligning the Switches

　Chapter 11: Finding a Champion

　　A Quiet Tryout in Capreol

　　“I Hate Consultants!”

　Chapter 12: Testing the Business Case

　　Pilot 1: Partnering in Memphis

　　Pilot 2: Partnering in Capreol (Northern Ontario)

　　Pilot 3: Partnering in Transcona (Winnipeg)

　　Learnings from the Pilots

　　We Did What We Said We Would Do

　　A Skeptical Hunter Gives the Nod

　Chapter 13: Gaining Visible Sponsorship: The CEO’s Essential Role

　　“How We Work and Why”

　　Addressing the Naysayers

　Chapter 14: Learning from a Strike

　　Spiking the Switch

　　Start with the Supervisors

　Chapter 15: Planning the Trip

　　Going to Rome (and Paying for It)

　　Implementing the ABCs CN-Wide

　　Selling the ABCs to the Operating Regions

　　I Love Your Passion, But

　　Managing the Pull

　　Deployment Wasn't All Rosy

　Chapter 16: Making the Case for Change

　　The Case for the ABCs

　　Spreading the Word

　　Answering Four Basic Questions

　Chapter 17: Expanding Sponsorship

　　Example 1: Visiting Sites to Set the Stage

　　Example 2: Sponsoring a Safety-First Culture

　　Example 3: Personally Walking the Talk

Part VI: Assessing Switchpoints’ Impact

　Chapter 18: Applying the ABCs: Dressed & Ready

　　Guess I'll Have Another Coffee

　　Another Switchpoint

　　The Science behind the Change

　　Of Course There Was Resistance!

　　“I Can't Ask My Friends to Do That!”

　　The Rewards of “Dressed & Ready”

　Chapter 19: Early Wins with the ABCs

　　Release the Brakes!

　　Culture Change in the Michigan Division

　　The ABCs Improve ETAs

　　Want Better Meetings? Show Up on Time!

　　Small Things Matter

　　Curing Technophobia

　Chapter 20: Demonstrating Q4 Leadership Through the ABCs

　　“More Work? Are You Nuts?!”

　　Improving Reliability: Getting KIST

　　Understanding Q4 LeadershipSM—by Knowing What It Is Not

　Chapter 21: Life or Death Leadership

　　A Grim Tale

　　Safety and Culture Change

　　Developing Safety Programs

　　Zero Tolerance and Why

　Chapter 22: Sawing Our Way to Improvement

　　Tackling Old Problems in New Ways

　　Reducing Overtime

　　“Improve” Can Even Mean Tossing Old Paper Files

　　Formalizing the Opportunity

Part VII: Spiking the Switches

　Chapter 23: Leadership Competencies to Support the Change

　　Accountability and Importance

　　The New Competency Framework

　　Leadership Equals Bonus

　　The New Power of Performance Reviews

　Chapter 24: Performance Scorecards for Unionized Employees

　　Doing the Unthinkable

　　Executing EPS

　　Communicating EPS

　　Then Came the Problems

　　Rollout for Success

　　Supervisors: I Didn't Know That!

　　EPS Was Another Switchpoint

　Chapter 25: Learning through the Railroad MBA

　　The Railroad MBA

　　Railroader Undergraduate Programs

　　CN Is a Destination, Not a Job

　　Today North America, Tomorrow the World

　Chapter 26: Hunter Camps Develop Leaders

　　Expanding the Impact

　　Learning from the Master

　　Twelve Characteristics of Leadership

　　Leadership Is about People

　　Some Campers' Views

　Chapter 27: The Power of Consistency (17 out of 17)

　　Inconsistency in the Rules

　　Inconsistency in Applying Rules

　　Inconsistency Breeds Opportunity

　　Be Consistently Flexible

　Chapter 28: Developing Internal Consultants

　　Why Internal Consultants?

　　Transitioning from CLG to Internal CN Consultants

　　Selecting the Right People

　　Developing Internal Consultants

　　Reality Hits

　　The Value of Internal Consultants

　Chapter 29: Sustaining Culture Change

　　Preventing Backsliding

　　Techniques for Sustaining Change

　　Examples of Sustainability

　Chapter 30: Sharing Our Story

　　Sharing with Our Customers

　　Sharing with Our Suppliers

　　Sharing with Our Competitors

　　Sharing with Our Communities

　Chapter 31: Improving Relations with Our Unions

　　The 2007 UTU Strike

　　When to Say Yes, When to Say No

　　Confronting a Long Legacy

　　The United Steelworkers

　　Improving Labor Relations

　　What CN Brings to the Bargaining Table

　　The Future

Part VIII: Learning from Our Journey

　Chapter 32: Top 10 Tips for Leaders Using the ABC Methodology

　　Tip 1: Manage Your Culture

　　Tip 2: Measure What You Value

　　Tip 3: Challenge, Disagree, and Then Make the Decision

　　Tip 4: Focus on Behavior You See or Hear at Work

　　Tip 5: Ask “Would You, If Your Life Depended on It?”

　　Tip 6: Transition from Good to Great Performers

　　Tip 7: Deal Quickly with Poor Performers

　　Tip 8: Get Face-to-Face

　　Tip 9: Balance Your Use of Consequences

　　Tip 10: Manage the Learning Curve

　Chapter 33: The Culture Change We Achieved

　　Ten Lessons Learned from Our Switchpoints

　Chapter 34: The Final Word

　　The Transformation

　　What Lies Ahead

　　Where We Are Now

　　The Trip Is Not Over

　　Notes

About the Authors

About the Companies

Index

Judy Johnson, PhD, a Partner with the Continuous Learning Group (CLG), applies behavioral science to help leaders create environments that dramatically improve organizational performance and profitability. Johnson coaches executives on personal leadership

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SwitchPoints is the inspiring story of how Canadian National Railway (CN) advanced from good to great in a few short years–becoming North America′s top–performing railroad and a favorite with of corporate customers and investors. In it, the authors reveal how company–wide culture change propelled this aging transportation giant to become the profitable powerhouse it is today. Rich with insights and anecdotes, SwitchPoints offers lessons that can be applied to any organization seeking to improve the bottom line by improving their culture.