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Cover of 'What really works'

What really works

William Joyce, Bruce Roberson

The 4+2 success formula

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Description

The Evergreen Study was a five year research project undertaken by consultants and professors to identify the key principles behind long-term business success. They analyzed over 200 management practices used by 160 companies. At the end, they found that successful companies excel at six specific practices: four primary ones that are compulsory, and two secondary ones chosen from a list of four.

This 4+2 formula was evident in every sustainably successful company. In essence, it provides a clear roadmap to long-term achievement. Any organization wanting enduring success simply needs to master the four primary practices and select two secondary ones to excel at. The study results were startling in linking total shareholder return to just eight key management areas.

Companies consistently applying the 4+2 formula had over a 90 percent chance of being a winner. The formula powerfully stacks the odds towards durable accomplishment even if it is not the only path. For managers, it shows why long success is so hard - a business must simultaneously excel across six areas, and failing at any can be lethal.

Table of contents

01

Four primary practices

Clear strategy

Developing a focused and effective business strategy is critical for organizations that want to achieve long-term success and growth. The core elements of an impactful strategy include clearly defining your value proposition to customers, using external perspectives to shape your approach, establishing processes to adapt to changes, effectively communicating the strategy, and maintaining focus on growing your core business over the long term.

First, companies need to build their strategy around a compelling value proposition that specifies what they uniquely provide to customers, not just aspirational claims. Strong value propositions serve as the interface between an organization and its customers, grounded in realistic capabilities and target customer needs. For example, target’s “physical comforts of a department store but with bargain prices” value proposition conveys the goal of a positive shopping experience while keeping prices low.

Second, strategies should be developed from an outside-in perspective, using input from customers, partners, and investors rather than relying solely on internal assumptions. Basing strategies on external feedback makes them more robust and aligned to customer desires rather than organizational convenience. High performing companies avoid the common trap of inside-out strategy development.

Third, the strategy must include mechanisms to adapt in response to changes in the marketplace over time. This means establishing antennae to pick up on trends with current and potential customers and competitors early enough to react. Tracking activity in adjacent spaces can provide an early warning system for when those trends start impacting core offerings.

Fourth, for a strategy to be effective it must be clearly communicated, including details for how it will create value. This communication is vital not just internally with employees but also externally with customers and stakeholders. The more the strategy is conveyed, the better it can be understood and enacted.

Finally, growing the core business should remain the primary strategic focus rather than expanding into unfamiliar areas. High performing companies concentrate on growing their existing business by 15% year over year, doubling in size every 5 years. They also build new ancillary businesses that leverage existing capabilities before core growth potential declines. This consistent focus on evolving growth opportunities related to the core business is key for long-term success.

Flawless execution

Successful companies consistently provide value to their customers by delivering quality products and services without fail, earning trust and loyalty through reliability rather than occasional moments of delight. They achieve this through robust systems and processes that ensure promises are kept. Additionally, these companies empower their frontline staff with extensive training and decision-making authority, enabling them to address customer issues immediately. This approach positions employees as company representatives who can make commitments, with the organization backing their decisions.

Furthermore, these businesses focus on enhancing productivity by targeting waste reduction in key processes that directly impact customer satisfaction. They prioritize making significant improvements in a few areas over minor enhancements in all, which yields better results. They also seek innovative ideas from partnerships and external experts to improve execution.

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02

Four secondary practices

Retain talent

Successful companies distinguish themselves by nurturing talent internally, a strategy that not only showcases their commitment to employee growth but also strengthens their organizational capabilities. This approach involves significant investment in both human and financial resources to cultivate a team that is innovative and effective. The benefits of such an investment are evident when a well-prepared employee seamlessly transitions into a leadership role, ensuring continuity and stability.

Promoting from within sends a strong signal to the workforce, indicating a genuine interest in their professional development and confidence in their potential. This practice, more cost-effective than external hiring, also serves as a motivational tool by illustrating a clear path for career progression. It encourages employees to strive for excellence, knowing that their efforts could lead to advancement.

However, the promise of internal promotion must be backed by accessible training and educational opportunities. Providing employees with the necessary tools to succeed in higher roles is crucial for their development and the organization's success. By making such resources available to all, companies foster an inclusive environment where every employee has the chance to improve.

Moreover, creating engaging and challenging roles is key to retaining top talent. Offering structured career paths and the autonomy to lead projects, such as managing a subsidiary operation, can significantly enhance employee engagement and loyalty. This strategy ensures that talent remains within the organization, contributing to its growth and success.

Finally, the involvement of senior executives in talent management is imperative. Their direct engagement in recruitment, development, and retention efforts signals to employees that their contributions are valued at the highest levels. This not only attracts top talent but also encourages them to stay, knowing that their achievements are recognized and appreciated by leadership.

Committed leaders

Successful companies are led by strong ceos who play a pivotal role in enhancing organizational performance. These leaders are crucial for influencing shareholder returns by as much as 15 percent, with their ability to lead by example, communicate effectively, and act with integrity setting the tone for the entire organization. It's essential for management to foster deep connections across all levels of the company. When employees have regular interactions with senior management, they are more likely to trust and accept decisions. This approach demystifies leadership and encourages a welcoming attitude towards executive decisions.

Furthermore, it's vital for companies to be forward-thinking, with ceos addressing current challenges while their teams remain vigilant for future opportunities. This proactive stance allows them to anticipate changes and develop innovative products and services, ensuring the company remains competitive. The involvement of the board of directors is equally important. Boards with a significant financial interest in the company's success are more likely to be dedicated and make informed decisions, including the selection of a competent ceo. A compensation structure that aligns with the company's performance, such as tying a significant portion of the ceo's pay to organizational results, ensures that executives' interests are aligned with the company's success.

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