Step 5: Define the Energy Initiative Plan for the Company. As noted under Energy Initiative, the key to a sustained corporate energy level is implementing a program to ensure on-going infusion of energy into the company. These energy initiatives will keep the company employees motivated. As noted in the energy initiative definition, every CEO must define his or her own approach to this. For example, these initiatives can be the "Big Deal" four-year projects of Jack Welch of GE or the six-month “Wing Dings” of Herb Kelleher of Southwest Airlines. Whatever the technique, the CEO has a serious responsibility in identifying the next initiative activity for the company.
I wanted the listener to see how we have evolved our program and our view of how it really should work. When we were doing the program earlier, we were running without a compass. No one had ever done what we were doing. Of course, that made it fun. And we were interpreting the results that we were seeing with a limited scope of what was really happening. When we started with the on-line system, it became very clear that we had to make the interface to the CEO much easier and useful. And we did that with a few stabs and we finally got it right. We think. But our experiences are ephemeral in that we are learning all the time and our conclusions of what we are doing are both changing and improving the process. So don't ever get comfortable with anything you see or experience in this program because it is almost magic. Just go with it.
Step 5: Define the Energy Initiative Plan for the Company. As noted under Energy Initiative, the key to a sustained corporate energy level is implementing a program to ensure on-going infusion of energy into the company. These energy initiatives will keep the company employees motivated. As noted in the energy initiative definition, every CEO must define his or her own approach to this. For example, these initiatives can be the "Big Deal" four-year projects of Jack Welch of GE or the six-month “Wing Dings” of Herb Kelleher of Southwest Airlines. Whatever the technique, the CEO has a serious responsibility in identifying the next initiative activity for the company.
I wanted the listener to see how we have evolved our program and our view of how it really should work. When we were doing the program earlier, we were running without a compass. No one had ever done what we were doing. Of course, that made it fun. And we were interpreting the results that we were seeing with a limited scope of what was really happening. When we started with the on-line system, it became very clear that we had to make the interface to the CEO much easier and useful. And we did that with a few stabs and we finally got it right. We think. But our experiences are ephemeral in that we are learning all the time and our conclusions of what we are doing are both changing and improving the process. So don't ever get comfortable with anything you see or experience in this program because it is almost magic. Just go with it.