Ten3 Business e-Coach (Teaching version) + 2 ebooks

Today, companies require coaching and learning support to be provided to all their key employees in a continuous and timely way in order to build sustainable competitive advantage for compete successfully in the rapidly changing marketplace. Responding to these needs, we launched the first-ever Business e-Coach in 2001. We update it every day and release a new version every six months.

Contents

1.New Knowledge-Driven Economy

2.The Essence of Completition

3.The Goal of Coaching

4.Competitive Advantage

5. Purchase Full Ten3 Business e-Coach and 2 e-books for just $400.00

New Knowledge-Driven Economy

Today, we are living in a chaotic transition period to a new age defined by global competition, rampant change, faster flow of information and communication, increasing business complexity, and pervasive globalization. The pace of change has become so rapid that it took a different type of firms to be dominant and marked entirely new era of business. This new environment is also characterized by "more far-reaching technological advances, and a consumer who has adjusted to this quicker pace and whose fickle preferences are revised with the speed of a television commercial"("The Centerless Corporation", Bruce A.Pasternack and Albert. J. Viscio, 1998).

The Essence of Competition

 

Competition is all about value: creating it and capturing it. A fundamental rule in crafting a competitive strategy is to view competition from the other player's viewpoints.

Todays' Era of Hypercompetition

Hypercompetition is a key feature of a new economy.Not only is there more competition, there is also tougher and smarter competition. "Hypercompetition"5 is a state in which the rate of change in the competitive rules of the game are in such flux that only the most adaptive, fleet, and nimble organizations will survive.

New customers want it quicker, cheaper, and they want it their way. The fundamental quantitative and qualitative shift in competition requires organizational change on an unprecedented scale. In this new economy, competitive advantages must constantly be reinvented, and organization becomes the fundamental source of distinctive capabilities.

Competitive Strategy

To be successful today, your company must become competitor-oriented. You must pursue the right competitive strategy - avoid strengths of your competitors and look for week points in their positions and then launch marketing attacks against those weak points.

Your Differentiation Strategy

"What this new competition is often able to exploit is the fact that buying behavior isn't just about people and income, it's also about how dissatisfied consumers are with present alternatives."6 Choosing among multiple options is always based on differences, implicit or explicit, so you ought to differentiate in order to give the customer a reason to chose your product or service. Thus, "differentiation is one of the most important strategic and tactical activities in which companies must constantly engage. It is not discretionary."6 The concept of being unique or different is far more important today than it was ten years ago. The key to successful competing is differentiation.

The Goal of Coaching

The goal of coaching is to guide vision, urge excellence, and empower the one being coached - the player - through establishing a firmer connection with his or her inner authority.

Facilitating Individual Performance

Performance of an individual = potential + attitude - interference.

Interference creates a huge gap between the potential and performance. It is usually based in fear, uncertainty and doubt (FUD).9 Interference crops up in many forms, but nothing gets in the way of peak performance more than doubt.7 You can reduce interference by focusing attention of the player. When the player's attention is focused, he enters a mental state - the state of relaxed concentration - in which he can learn and perform at his best.8

Growing Role of Non-directive Coaching

During 1990s, coaching became one of the "hot" areas of personal, professional, and business development. There is in-build limitation in training and consulting, as well as directive coaching that involves directing, telling and instructing, which is the person giving advise or instruction has to know the answer already, or has to be able to work it out. Given the complex structure in most organizations as well as constantly and rapidly changing business environment in today's knowledge-driven economy, that is an unrealistic proposition.

Non-directive coaching that involves inspiring, asking effective questions, summarizing, paraphrasing, reflecting, and listening can help you and the player you are coaching achieve amazing results. If you adopt non-directive approach, people learn in minutes things that would take you, operating from a more conventional directive model, hours to teach.

Benefits of Coaching

Coaching brings more humanity into the workplace. "Effective coaching in the workplace delivers achievement, fulfillment and joy from which both the individual and organization benefit:"7

  1. Achievement means "the delivery extraordinary results, organizational and individual goals achieved, strategies, project and plans executed. It suggests effectiveness, creativity, and innovation. Effective coaching delivers achievement, which is sustainable. Because of the emphasis on learning and because the confidence of the player (the coachee) is enhanced ('I worked it out for myself!') the increase in performance is typically sustained for a longer period and will impact on areas that were not directly the subject of coaching."7

  2. Fulfillment includes learning and development. "To achieve the business result is one thing, to achieve it in a way in which a player (the coachee) learns and develops as part of the process has a greater value - to the player, the coach (the line-manager) and the organization, for it is the capacity to learn that ensures an organization's survival."7 Fulfillment also includes the notion that individuals through coaching begin to identify goals that are intrinsically rewarding. "With fulfillment comes an increase in motivation. That the coach respects the player (the coachee), his ideas and opinions, that the player is doing his work in his own way, that he is pursuing his own goals and is responsible - all this makes for a player who is inspired and committed. In this way more of the energy, intelligence and imagination of each individual is brought to the service of the organization."7

  3. Joy: Enjoyment ensues when people are achieving their meaningful stretch goals and when learning and developing is part of the process.

These three components - achievement, fulfillment, and joy - are synergistically interlinked and the absence of any one will impact and erode the others. "Learning without achievement quickly exhausts one's energy. Achievement without learning soon becomes boring. The absence of joy and fun erodes the human spirit."7

Focusing on the Person, Not the Subject

Coaching is the key to unlocking the potential of your people, your organization, and yourself. It is based on the concept that individuals learn most from the everyday application of skills and by trying things out in practice.

"Not only is there no established body of knowledge called coaching, but the coach often has less expertise that the one being coached. The coach does not need to impart knowledge, advice, or even wisdom. What he or she must do is speak and act, in such a way that others learn and perform at their best."7

The coaching is all about helping others to identify and define their specific goals, and then organize themselves to attain these goals. Coaching deals with building an individual's personal skills, from setting the goals, to communication to management style to decision making and problem solving. Coaches draw upon a client's inner knowledge, resources and creativity to help him or her be more effective. It is about bringing the same structure and creativity to your interaction with colleagues as you bring to solving business problems.

Two-Way Benefits of Coaching

Coaching is a long-term strategy, but the benefits of managerial coaching are two-way:

  1. For employees: improved performance, greater enthusiasm, and greater job satisfaction.

  2. For managers: improved communication, motivation, delegation, employee empowerment, planning, and monitoring skills

Increasing Role of Coaching at Work

The new breed of leaders recognizes that in today's complex business environment autocracy no longer works, yet the empowerment alone is not enough.  In the new economy driven by knowledge-based enterprises, new emphasis on people development and employee empowerment is driven by several powerful forces4:

  1. Delayering - a trend toward reducing the number of management levels in organizations' hierarchies. Growing importance of cross-functional teams. Jobs and roles are no longer prescribed and static, so no longer can bosses just go on telling subordinates exactly what to do. Successful companies are now those in which people communicate freely, cross-pollinate their ideas, and learn new skills and habits from each other, and in which managers are also coaches.

  2. Changes in the labor market - people are more mobile, and the most successful companies are focusing more on bringing out their employees' potential in order to retain their best performers.

  3. Rapidly changing business conditions, markets and technologies - company can no longer rely on providing employees with regular off-the-job training courses. Training now had to be continuous, on-the job, and just-in-time - i.e. by coaching.

Coaching versus Micromanaging

Micromanagement won't work when teamwork and continuous innovation is a priority. Although micromanagement can build discipline, it keeps employees locked within a limited range of action. When micromanagers relax their grip and switch to a coaching approach, the organizations reporting to them often flourish because the staff has the opportunity to utilize and demonstrate its full potential.3 Instead of to do what they have to do to please their boss, team members are encouraged to see how hard and smart they can work to help achieve organizational mission.

Beware however of moving too far toward coaching. Finding the right balance between management, leadership, and coaching styles is the true sign of an inspired and effective manager.Coaching and Self-Coaching with the GROW Model

The GROW (Goal, Reality, Options, Wrap-up) model is one of the most common coaching tools. The framework provides a simple four-step structure for a coaching session.

To improve your performance and develop a roadmap to your personal success, you can also use the GROW model on yourself: identify specific goals you wish to achieve; assess the current situation; list your options and make choices; and, finally, make steps towards your goal specific and define timing.

Managing Cultural Differences

When coaching someone from a different culture, use cross-cultural differences management techniques and skills, in particular4:

What is Sustainable Competitive Advantage?

 

Sustainable competitive advantage allows the maintenance and improvement of the enterprise's competitive position in the market. It is an advantage that enables business to survive against its competition over a long period of time.

Todays' Era of Hypercompetition

Hypercompetition is a key feature of the new economy.  New customers want it quicker, cheaper, and they want it their way. The fundamental quantitative and qualitative shift in competition requires organizational change on an unprecedented scale. Today, your sustainable competitive advantage should be built upon your corporate capabilities and must constantly be reinvented.

Distinctive Capabilities the Basis of Your Competitive Advantage

According to the new resource-based view of the company, sustainable competitive advantage is achieved by continuously developing existing and creating new resources and capabilities in response to rapidly changing market conditions. Among these resources and capabilities, in the new economy, knowledge represents the most important value-creating asset.

The opportunity for your company to sustain your competitive advantage is determined by your capabilities of two kinds - distinctive capabilities and reproducible capabilities - and their unique combination you create to achieve synergy. Your distinctive capabilities - the characteristics of your company which cannot be replicated by competitors, or can only be replicated with great difficulty - are the basis of your sustainable competitive advantage. Distinctive capabilities can be of many kinds: patents, exclusive licenses, strong brands, effective leadership, teamwork, or tacit knowledge. Reproducible capabilities are those that can be bought or created by your competitors and thus by themselves cannot be a source of competitive advantag.

Owning Your Competitive Advantage

Every business can own one or several competitive advantages - the difficulty is figuring out what they are. Market leading companies have figured out the importance of owning their competitive advantage in order to get fast to market and sustain speed.

Cross-Functional Excellence

Although innovation is driven by technology, required competence extends beyond technical know-how. In the new knowledge economy and knowledge-based enterprises, systemic innovative solutions arise from complex interactions between many individuals, organizations and environmental factors. The boundaries between products and services fade rapidly too. If you wish to be a market leader today, you must be able to integrate in a balanced way different types of know-how that would transform stand-alone technologies, products and services into a seamless, value-rich solution.

Corporate Culture as a Fundamental Competitive Advantage

The strength of your organization's culture is one of the most fundamental competitive advantages. If you can build and preserve an innovation-adept culture, a culture of commitment, one where employees passionately pursue yourPeople as the Main Source of Competitive Advantage

Your technologies, products and structures can be copied by competitors. No one, however, can match your highly charged, motivated people who care. People are your firm's most important asset and, the same time, its most underutilized resource. People are your firm's repository of knowledge and skill base that makes your firm competitive. Well coached, and highly motivated people are critical to the development and execution of strategies, especially in today's faster-paced, more perplexing world, where top management alone can no longer assure your firm's competitiveness.

Leveraging Opposite Forces

You can find a strategic competitive advantage in an organizational and cultural context by seeking to leverage, rather than diminish, opposite forces. "An important but widely overlooked principle of business success is that integrating opposites, as opposed to identifying them as inconsistencies and driving them out, unleashes power. This is true on both a personal level and on organizational level as well." To be successful in today's complex, rapidly changing and highly competitive world, you must embrace and manage critical opposites.

7-S Model How To Best Organize Your Company for Competitive Advantage

The Seven-Ss is a framework for analyzing organizations and looking at the various elements that make them successful, or not. The framework has seven aspects: strategy; structure; systems; style; skills; staff; and shared values.

To improve, companies have to pay attention to all seven of the Ss at the same time. All seven are interrelated, so a change in one has a ripple effect on all the others. Hence it is impossible to make progress on one without making progress on all.

Leveraging the Power of Knowledge

Market champions keep learning how to do things better, and keep spreading that knowledge throughout their organization. Learning provides the catalyst and the intellectual resource to create a sustainable competitive advantage. "The desire, and the ability, of an organization to continuously learn from any source, anywhere - and to rapidly convert this learning into action - is its ultimate competitive advantage", says Jack Welch.

Tacit Knowledge as a Source of Sustainable Competitive Advantage

All knowledge isn't the same. There is explicit knowledge - the kind that can be easily written down (for example, patents, formulas, or an engineering schematic). The explicit knowledge can create competitive advantage, but its shelf-life is increasingly brief, as it can be replicated easily by others. Tacit knowledge, or implicit knowledge, is far less tangible and is deeply embedded into an organization's operating practices. It is often called 'organizational culture'. Because tacit knowledge is much harder to detail, copy, and distribute, it can be a sustainable source of competitive advantage".

Leadership

Leadership is the necessary condition for long-term competitiveness. In particular in the knowledge economy, what is proving to be most effective is "the emerging style of values-based leadership, both as motivation for constant innovation up and down all organization levels and as a source of unity and coherence across fragmented firm boundaries."4 Harnessing your abilities to lead through the power of intellect, will, persistence, and vision creates synergies that propel successful companies in the quest for, and achievement of, competitive advantage.

Radical Innovation

Long-term corporate success linked to the ability to innovate. Although corporate investment in improvements to existing products and processes does bring growth, it is new game changing breakthroughs that will launch company into new markets, enable rapid growth, and create high return on investment.

Systemic Innovation

Innovation used to be a linear trajectory from new knowledge to new product. Now innovation is neither singular nor linear, but systemic. It arises from complex interactions between many individuals, organizations and environmental factors. Firms which are successful in realizing the full returns from their technologies and innovations are able to match their technological developments with complementary expertise in other areas of their business, such as manufacturing, distribution, human resources, marketing, and customer relationships.

Continuous Improvement Firm (CIF)

CIF is a firm continuously improving on customer value due to improvements in productivity initiated by the members of the general work force. The key success factor in this endogenous, incremental and continuous technological and operational change is the organization and management of the firm in such a way that all members are motivated to promote change and are supported in their effort to do so. What is remarkable about the CIF is its ability to operate simultaneously in all innovative arenas: new products, new technology, new organizational forms, and new customer relationship management

Competing: The Art, Science, and Practice

Competition is all about value: creating it and capturing it. A fundamental rule in crafting a competitive strategy is to view competition from the other player's viewpoints. To be successful today, your company must become competitor-oriented. You must pursue the right competitive strategy - avoid strengths of your competitors and look for week points in their positions and then launch marketing attacks against those weak points.

 

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Some our large customers are Adidas, Alcatel, American Express, Bayer, Boeing, British American Tobacco, British Petroleum (BP), Colgate, Corning, Deloitte Touche Tohmatsu, Ernst & Young, Fujitsu-Siemens, Hewlett-Packard, Hitachi, Huyndai, Intel, Johnson & Johnson, Microsoft, Nokia, Oracle, Samsung, Shell, Sony, and Union Bank of Switzerland.

 

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Additional Information: Ten3 Business e-Coach (Teaching version) + 2 ebooks
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