The internal-analysis team, meanwhile, would look at weighty issues such as profitability and return on assets. It would consider whether the company is spending too much on materials, assembly, product design, or wages. Once these questions have been answered, the executive committee would identify strategic objectives that both align with corporate goals and prepare the organization for the future. Each objective would be assigned to a leader from Project 2001 who'd be held accountable for results. A strategic-action plan would be prepared for each objective and reviewed on a timely basis.
Execution is everything.
Project 2001 serves a number of needs. First, it gives the executive committee accurate, current data and analysis so it can make the best decisions for the organization. It also gives them a real sense of participation and ownership. Indeed, to develop a leader's edge, managers at every level need to have the same kind of trust in their knowledge of the business that they have in their opinions of sports teams. With that trust comes the ability to clearly delineate problems, present solutions, and challenge the experts on the executive team with conviction.