The Great Game of Business Blog

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Why Recognizing Small Achievements Matters and How To Do So

Mar 8, 2019 by Lauren Haley 0 Comments
You asked and we've answered! In this blog series, our experienced Great Game coaches answer questions directly from the open-book community. While salaries and other forms of compensation are important, recognition of your employees' efforts and accomplishments is vital in creating a work environment where team members are engaged. Employees have been telling us for years what really motivates them to perform at higher levels is recognition and a reward for a job well done. Recognition comes in many forms, small and large, but how do you recognize small, even minuscule system improvements without seeming trivial?  Here are examples and advice from our GGOB coaches:
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What's My Critical Number and Why Do I Need It?

Mar 7, 2019 by Steve Baker 0 Comments
Right now, there is at least one financial or operational number in your company,  something right at the heart of your business that, if improved in the short term, would have a dramatic effect on your business. But, keep in mind that the real magic isn’t in the number itself; it’s in the process of getting to the number.
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Healthy Budgeting Means Cutting Fat—Not Muscle

Mar 5, 2019 by Rich Armstrong 0 Comments
 A few years ago, the Wall Street Journal ran an article about a practice called “Zero-Based Budgeting,” which is basically a cost-control process that was being embraced by big-name companies such as Heinz, Kraft, and Burger King. The idea is that companies don’t roll over budgets from year to year, but they have to make a case for new spending plans each year. This philosophy wasn’t new—Texas Instruments experimented with it a few decades ago—but it seemed to gain popularity with investors interested in keeping costs under control. That was especially true when it came to the Kraft-Heinz merger. But things apparently haven’t worked out.
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From Apprehensive Doubter to Passionate Player

Mar 1, 2019 by Cassie Potts 0 Comments
Abby Fuqua had her doubts about opening the books when she was told  Venturity Finantial Partners, a Dallas accounting firm, would be implementing the Great Game of Business. "I thought it was corny. We've all got work to do, meetings to have, and I don't need another thing on my plate." But as their GGOB implementation started to unfold and Venturity started seeing substantial results, it became clear that the impact of the Great Game of Business would reach far beyond performance measures and financial results for the business. And that was exciting!
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6 Tips for Easing Managers into The Game

Feb 27, 2019 by Rich Armstrong 0 Comments
When companies implement The Great Game of Business, managers are often expected to get up to speed quickly. They’re asked to teach things they may not know and share information they’ve always kept close to the vest. They’re also expected to change their personal management style, often abruptly. In this situation, it shouldn’t be surprising if some managers leave and the rest feel threatened, confused or angry. Chances are they’re all asking themselves the same question: “As employees learn more about the business and take more responsibility for posting good results, then what’s my role?” Meanwhile, they're being peppered with questions from the front line: “What’s all this about, anyway? Do we really have to do this?” If your managers shrug or answer cynically, your program is over before it starts.
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4 Types of Planning for Sustainable Business Success

  Springfield Remanufacturing Corporation (SRC) is well-known for High-Involvement Planning™ structure. Using this structure, we develop our strategic plans as a collective organization—involving literally everyone in the company, from hourly employees to management, in the planning process. While it might seem extensive, this process proves an integral component of our open-book management structure. Over the years, involving everyone at all levels of the company has also proven to repeatedly generate positive results. SRC uses four types of key planning that translate directly into our sustainable business success. Let’s dig deeper into each of these four key types of planning:
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The Victory Mission Turning Business Around in a Non-Profit

Feb 22, 2019 by Rhonda Chapman 0 Comments
Charities are not like organizations in the private sector because they can’t just sell more widgets or raise their prices to improve the “bottom” line. The reality is that they have inflows and outflows just like any other business and do have a “bottom line", it just can’t be called the “p-word” (profit!).
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Jack Stack on Retention and SRC's Critical Number: People

Feb 20, 2019 by Lauren Haley 0 Comments
In 1983, International Harvester was in deep financial trouble. Jack Stack and his fellow managers at the company’s engine remanufacturing facility in Springfield, Missouri, were scrambling to protect 119 jobs at the plant. Fast forward 36 years and SRC is struggling to find enough people to sustain the business over the long term.
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One MiniGame, 4 Players, $100K Return

Feb 18, 2019 by Lauren Haley 1 Comment
Global Recovery Corp saw an opportunity to remove old inventory from storage and cash in on the inventory they weren't using. Four of GRC's employees were able to take this opportunity to generate $110,250 from a single MiniGame™ in less than 60 days. How? Company Background GRC was founded in 2013 as an engine and part supplier for the agricultural, highway trucking, industrial and automotive sectors.
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The 7 Habits of Highly Effective People & How It Can Positively Affect Your Game- Part 1

Almost every person has heard of or read The 7 Habits of Highly Effective People by Stephen R. Covey.  To be honest, I had heard of this book throughout most of my life. My dad had the book and I frequently saw it sitting on his desk at home, but I never once took the opportunity to dig into this myself and learn what all the hoopla was about. It was the summer of 2016 when the 7 Habits came into my life in a profound way.  I was the Parent Teacher Organization President at my daughter’s school where they implemented what was called the “Leader In Me” structure.  I had no idea what that meant, but I knew it was going to positively impact our children attending this school. With the role that I was serving in the next two years, the principal asked me to join their training sessions by Franklin Covey.  This was when my life changed significantly.   What is The 7 Habits Promise?
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5 Ways to Eat Your Competition for Breakfast

Feb 14, 2019 by Jeffrey Gross 0 Comments
Peter Drucker is credited with saying, "culture eats strategy for breakfast". Even in today’s tech driven economy, a company’s human capital is still the most powerful potential competitive advantage. Culture is incredibly hard to build and even harder to maintain. Usually, culture is measured in terms of employee engagement. The cultures I admire most built their employee engagement around these strategies below:
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What Does Cash Flow Mean to Employees?

Feb 12, 2019 by Dave Scholten 1 Comment
When the company does well, our professional lives go forward. But when the company doesn’t do well, eventually, it will impact the employees. The most common employee response to a company failure is “we never saw this coming!” Over the last 10-20 years, we have watched large, successful U.S. companies enter into failure mode. It constantly hits our media networks. It’s painful to see the impact of this demise on the people who have committed their professional life to the failing company. The failure of the corporation never seems to be “fair” to these employees. So, it’s appropriate to propose that the company’s success has to be important to the employees.
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About The Great Game of Business

Our approach to running a company was developed to help close one of the biggest gaps in business: the gap between managers and employees. We call our open-book approach The Great Game of Business. What lies at the heart of The Game is a very simple proposition: The best, most efficient, most profitable way to operate a business is to give everybody in the company a voice in saying how the company is run and a stake in the outcome. Let us teach you how to develop a culture of ownership, where employees think, act and feel like owners.