I’m not sure why I picked up this book a few months ago other than the fact that it caught my eyes at first. After looking at the table of context their at the book store, many of the chapters caught my attention even more… so I purchased it.
In case you did not know, UPS started over 100 years ago in Seattle in 1907. Through the company’s 100 year of existence, it has gone through more radical changes than perhaps any other major corporation in the world. Let me just say, I’m glad I pick this one up.Here are their major transitions during that time:
1. Synchronizing Global Commerce
2. Achieving the biggest and fastest airline star-up in history
3. Popularizing common carrier service
4. Delivering retail products for urban department stores
Here are some by chapter highlights of how they did it; along with my personal thoughts:
Chapter 1. The “BIG idea” Culture
Whether they are the drivers, trucks, the on-time service delivery standards, or whether it is the good-old-fashioned business principle of putting the customer first, UPS has created a culture that embraces these principles through the world. They have created a culture and as a result of this culture, they have gained a competitive advantage.
Chapter 2. Constructive Dissatisfaction and the quest for continues improvement
“You are far more interested in prompting what is bad than in crowing about what is good. You are constructively dissatisfied.” –Jim Casey, UPS founder at a UPS Management Conference, 1956
a. Create a culture of “constructive dissatisfactions.” Sounds familiar? Becoming satisfied is the same as not having a dream. When we don’t have dreams we get comfortable and that’s when we do not grow as individuals or as an organization.
b. The little things matter – perhaps most of all. I like this one, because it is something that we are all about. Jim Casey liked to say, “Service is the sum of many little things done well”.
Chapter 3. The common and uncommon carrier: Accomplishing Transformation
“We can constantly look forward to change. Not change for change’s sake, but for the opportunity to improve.” George Smith, UPS CEO, 1962-1972
a. Pre-work Communication Meeting (PCM) all across the world, wherever there are UPS facilities, all UPS drivers gather together for a PCM for three minutes.
b. Create your own luck. Bottom line here is: “don’t be a victim of your own situations”, take advantage of the current technological and social trends and make adjustments to improve your organization (church).
c. Help employees understand the company’s “Narrative.” If you think helping someone understand the vision is hard, imagine several hundreds or thousands? We have to educate and help people understand where the company is going – and what’s in it for them in order to achieve fundamental change.
d. Express empathy towards employees. Empathy is nowhere to be found in an annual report or employee manual. But, for transforming organizations like UPS, it is a way to help the bottom line. Empathy helps employees deal with transformation, thus increasing retention rates and loyalty.
As I read about all this I can't help it but to think of our organization, the church. There are so many similarities and so much to learn from what others have experince outside the church. We also learn about models churches that are doing some incredible things, but organizations like UPS can really enlighten us with some of their lessons. Interestingly their are more similarities than we may think. How many churches do you know have gone global yet?
That's all for now. More chapters to come in my future postings. keep reading, keep learning, keep praying, keep growing. until next time!
ia
border="0" alt="Photo Sharing and Video Hosting at Photobucket">
