Donnie Smith heads up Poultry and Prepared Foods team at <a href="http://www.tyson.com">Tyson Foods, Inc.</a>  But what sets Donnie apart is his passion for people and his unique ability to build high performing teams.  In this webcast, Donnie shares his secret to being a champion leader in the world's largest protein producer.Contact<a href="http://www.organizationalchampions.com/">www.organizationalchampions.com</a><a href="http://www.twitter.com/ThompsonOC">www.twitter.com/ThompsonOC</a><a href="http://www.twitter.com/OrgChamps">www.twitter.com/OrgChamps</a>

<description>Donnie Smith heads up Poultry and Prepared Foods team at &lt;a href="http://www.tyson.com"&gt;Tyson Foods, Inc.&lt;/a&gt;  But what sets Donnie apart is his passion for people and his unique ability to build high performing teams.  In this webcast, Donnie shares his secret to being a champion leader in the world's largest protein producer.&lt;br/&gt;&lt;br/&gt;&lt;br/&gt;&lt;span style="font-weight: bold;"&gt;Contact&lt;/span&gt;&lt;span style="font-weight: bold;"&gt;&lt;br/&gt;&lt;/span&gt;&lt;a href="http://www.organizationalchampions.com/"&gt;www.organizationalchampions.com&lt;/a&gt;&lt;br/&gt;&lt;a href="http://www.twitter.com/ThompsonOC"&gt;www.twitter.com/ThompsonOC&lt;/a&gt;&lt;br/&gt;&lt;a href="http://www.twitter.com/OrgChamps"&gt;www.twitter.com/OrgChamps&lt;/a&gt;&lt;br/&gt;</description>

A Conversation with Donnie Smith of Tyson Foods - Leading People by Getting Out of their Way

The Secret to Building High Performing Teams: A Podcast with Donnie Smith of Tyson - OC Podcast 017

Rob DeMartini is the CEO of New Balance.  New Balance is in the midst of a reinvigoration of its brand.  The company is over 100 years old, but is making some very interesting strides towards reestablishing itself as a premiere athletic shoe brand.  In this episode, we speak to Rob about leading this charge and what it is taking both inside and outside the company to make this change successful.Contact<a href="http://www.organizationalchampions.com/">www.organizationalchampions.com</a><a href="http://www.twitter.com/ThompsonOC">www.twitter.com/ThompsonOC</a><a href="http://www.twitter.com/OrgChamps">www.twitter.com/OrgChamps</a>

<description>Rob DeMartini is the CEO of New Balance.  New Balance is in the midst of a reinvigoration of its brand.  The company is over 100 years old, but is making some very interesting strides towards reestablishing itself as a premiere athletic shoe brand.  In this episode, we speak to Rob about leading this charge and what it is taking both inside and outside the company to make this change successful.&lt;br/&gt;&lt;br/&gt;&lt;span style="font-weight: bold;"&gt;Contact&lt;/span&gt;&lt;span style="font-weight: bold;"&gt;&lt;br/&gt;&lt;/span&gt;&lt;a href="http://www.organizationalchampions.com/"&gt;www.organizationalchampions.com&lt;/a&gt;&lt;br/&gt;&lt;a href="http://www.twitter.com/ThompsonOC"&gt;www.twitter.com/ThompsonOC&lt;/a&gt;&lt;br/&gt;&lt;a href="http://www.twitter.com/OrgChamps"&gt;www.twitter.com/OrgChamps&lt;/a&gt;&lt;br type="_moz"/&gt;</description>

In today’s episode of the Organizational Champion Podcast, we talk to the CEO of New Balance to find out how his company is fac

Reinventing a Brand From the Inside: A Podcast with New Balance CEO Rob DeMartini - OC Podcast 016

In today's episode, we have a conversation with Dr. David Yudis of Disney.  He is currently the Director of Global Learning and Development for Disney Consumer Goods.Topics:<ul>
 <li>Disney's Past and Future</li>
 <li>Preparing Disney's Champions</li>
 <li>Three things to learn from how Disney develops its future leaders</li>
</ul>


David Yudis on Twitter<a href="http://">www.twitter.com/davidyudis</a>Contact<a href="http://www.organizationalchampions.com">www.organizationalchampions.com</a><a href="http://www.twitter.com/ThompsonOC">www.twitter.com/ThompsonOC</a><a href="http://www.twitter.com/OrgChamps">www.twitter.com/OrgChamps</a>

<description>In today's episode, we have a conversation with Dr. David Yudis of Disney.  He is currently the Director of Global Learning and Development for Disney Consumer Goods.&lt;br/&gt;&lt;br/&gt;&lt;span style="font-weight: bold;"&gt;Topics:&lt;/span&gt;&lt;br/&gt;&lt;ul&gt;
 &lt;li&gt;Disney's Past and Future&lt;/li&gt;
 &lt;li&gt;Preparing Disney's Champions&lt;/li&gt;
 &lt;li&gt;Three things to learn from how Disney develops its future leaders&lt;br/&gt;&lt;/li&gt;
&lt;/ul&gt;


&lt;br/&gt;&lt;span style="font-weight: bold;"&gt;David Yudis on Twitter&lt;/span&gt;&lt;br/&gt;&lt;a href="http://"&gt;www.twitter.com/davidyudis&lt;/a&gt;&lt;br/&gt;&lt;br/&gt;&lt;span style="font-weight: bold;"&gt;Contact&lt;br/&gt;&lt;/span&gt;&lt;a href="http://www.organizationalchampions.com"&gt;www.organizationalchampions.com&lt;/a&gt;&lt;br/&gt;&lt;a href="http://www.twitter.com/ThompsonOC"&gt;www.twitter.com/ThompsonOC&lt;/a&gt;&lt;br/&gt;&lt;a href="http://www.twitter.com/OrgChamps"&gt;www.twitter.com/OrgChamps&lt;/a&gt;&lt;br/&gt;</description>

a conversation with Dr. David Yudis of Disney.  He is currently the Director of Global Learning and Development for Disney Cons

Developing Disney's Leaders: A Podcast with Dr. David Yudis - OC Podcast 015

Org. Champion Webcast 014 - Your Company's Problems Could be Bigger Than the Economic Downturn
Deloitte has a brand new report called <a target="_blank" href="http://www.deloitte.com/dtt/article/0%2C1002%2Csid%25253d227141%252526cid%25253d266127%2C00.html?wt.mc_id=hbr">The Shift Index</a>, and today we are going to talk about why you need to know about it.





Show Notes:





Why the report was written:





From the Executive Summary - Paraphrased





<ul type="disc">
 <li>The Winners are barely winning while the Losers are losing big time</li>
 <li>Companies are losing their key leadership at twice the rate companies were in 1965</li>
 <li>Competition has more than doubled in the last 40 years</li>
 <li>While the performance of U.S. firms is deteriorating, the creative class of worker is seeing greater growth in pay than any other class of worker</li>
 <ul type="circle">
 <li>Customers have more information and are less loyal to brands</li>
 </ul>

 <li>Computer and Internet access costs have plummeted and the world is adopting this technology at a 5 times greater rate than past technologies such as electricity and telephone networks...</li>
</ul>





What is the Shift?





Deloitte took a look at Return on Assets (ROA) and saw a very disturbing trend. Despite the fact that American companies were making modest but solid gains in efficiency when compared to the mid 1960s, we are getting only 1/4 the return on our investment in assets.  What could be causing that?





<ul type="disc">
 <li>There are three major shifts occurring simultaneously</li>
 <ul type="circle">
 <li>Foundational Shift - Nearly ubiquitous Computer/Communications/Internet access</li>
 <li>Flow Shift - Access to information and wider access to networks has sped up the flow of information to nearly instantaneous.  All the stakeholders have information they didn't just a few years ago.</li>
 <li>Impact - This area talks about the negative effects that companies are currently experiencing.  This area also speaks to the opportunity that is out there for the creative company that can execute in a new economy.</li>
 </ul>

</ul>





Key ideas:





Let's hone in on the Flow Index.  The Flow index talks about what is flowing because of the nearly ubiquitous access to the Internet and wider social networks.





<ul type="disc">
 <li>Inter-Firm Knowledge</li>
 <li>Wireless Activity</li>
 <li>Internet Activity</li>
 <li>Migration of People to Creative Cities</li>
 <li>Travel Volume</li>
 <li>Movement of Capital</li>
 <li>Worker Passion</li>
 <li>Social Media Activity</li>
</ul>





Who is making the most in this shift?





US companies are generating fewer and fewer tangible products.  There is a shift of power from the working class to a new class called the Creative class.





Creative Class





<ul type="disc">
 <li>Super-Creative Core - Computer science and mathematics; architecture and engineering; life, physical and social sciences; education, training, and library management; and arts design, entertainment, sports and media studies.</li>
 <li>Creative - Management; business and financial operations; law; healthcare and technical fields; high-end sales and sales management.
 
 Other Workforce Class</li>
 <li>Working - Construction and extraction; installation, maintenance, and repair; production; and transportation and material moving.</li>
 <li>Service - Healthcare support; food services; building and ground cleaning and maintenance; personal care and service; low-end sales and related areas; office and administrative support; and community and social services.</li>
 <li>Agriculture - Farming, fishing, forestry</li>
</ul>





Why is this important?





This marks major disruption occurring in the market right now.  When there are disruptions, there are opportunities.  When everyone is running for the hills, doing the best to protect eroding markets, champions see opportunities to change the game. Right now there is a growing divide between our realized performance and our potential performance.





<ul type="disc">
 <li>Consumers have low switching costs in adopting new technology and seem to have an insatiable appetite for finding new ways to connect and gather information.</li>
 <li>Companies conversely, are driven by efficiency and systems that ensure greatest return.  These systems do not die easily, and thus companies are agonizingly slow to adopt new technology opportunities.  Consumers and stakeholders are beating them to the punch, and companies are paying the price.</li>
</ul>





What are companies to do?





At the turn of the century, we were experiencing the industrial revolution... The most iconic representation of that shift was Henry Ford who looked at the way cars were being manufactured and said there has to be a better way.  He invented the assembly line.  The assembly line worked because it built greater and greater efficiency into the manufacture of cars.  We have squeezed every last penny out of that model, and there is now so much competition, there is little to be made by becoming more efficient than we are.





Companies must shift from scalable efficiency to scalable learning. Our stakeholders and customers are learning more and more everyday, we as leaders of our companies need to invent, reward, and allow learning to happen across the whole organization.  





If a company is going to thrive during this Economic shift, everyone in the organization has to be a learner, and we need to be listening to everyone in the organization as a source of learning.  Learning can no longer be the exclusive role of the creative elites in your company.  The company that will replace yours will be the one that is listening to the guy that pushes the broom around the floor after hours.  





Close





Mike where can people get a hold of you?





<a href="http://www.championseccho.com">www.championseccho.com</a>
 <a target="_blank" href="http://www.organizationalchampions.com">www.organizationalchampions.com</a>

<description>&lt;strong&gt;Org. Champion Webcast 014 - Your Company's Problems Could be Bigger Than the Economic Downturn&lt;/strong&gt;
&lt;p&gt;Deloitte has a brand new report called &lt;a target="_blank" href="http://www.deloitte.com/dtt/article/0%2C1002%2Csid%25253d227141%252526cid%25253d266127%2C00.html?wt.mc_id=hbr"&gt;The Shift Index&lt;/a&gt;, and today we are going to talk about why you need to know about it.&lt;/p&gt;





&lt;p&gt;&lt;strong&gt;Show Notes:&lt;/strong&gt;&lt;/p&gt;





&lt;p&gt;&lt;strong&gt;Why the report was written:&lt;/strong&gt;&lt;/p&gt;





&lt;p&gt;&lt;em&gt;From the Executive Summary&lt;/em&gt; - &lt;em&gt;Paraphrased&lt;/em&gt;&lt;/p&gt;





&lt;ul type="disc"&gt;
 &lt;li&gt;The Winners are barely winning while the Losers are losing big time&lt;/li&gt;
 &lt;li&gt;Companies are losing their key leadership at twice the rate companies were in 1965&lt;/li&gt;
 &lt;li&gt;Competition has more than doubled in the last 40 years&lt;/li&gt;
 &lt;li&gt;While the performance of U.S. firms is deteriorating, the creative class of worker is seeing greater growth in pay than any other class of worker&lt;/li&gt;
 &lt;ul type="circle"&gt;
 &lt;li&gt;Customers have more information and are less loyal to brands&lt;/li&gt;
 &lt;/ul&gt;

 &lt;li&gt;Computer and Internet access costs have plummeted and the world is adopting this technology at a 5 times greater rate than past technologies such as electricity and telephone networks...&lt;/li&gt;
&lt;/ul&gt;





&lt;p&gt;&lt;strong&gt;What is the Shift?&lt;/strong&gt;&lt;/p&gt;





&lt;p&gt;Deloitte took a look at Return on Assets (ROA) and saw a very disturbing trend. Despite the fact that American companies were making modest but solid gains in efficiency when compared to the mid 1960s, we are getting only 1/4 the return on our investment in assets.  What could be causing that?&lt;/p&gt;





&lt;ul type="disc"&gt;
 &lt;li&gt;There are three major shifts occurring simultaneously&lt;/li&gt;
 &lt;ul type="circle"&gt;
 &lt;li&gt;&lt;strong&gt;&lt;em&gt;Foundational Shift&lt;/em&gt;&lt;/strong&gt; - Nearly ubiquitous Computer/Communications/Internet access&lt;/li&gt;
 &lt;li&gt;&lt;strong&gt;&lt;em&gt;Flow Shift&lt;/em&gt;&lt;/strong&gt; - Access to information and wider access to networks has sped up the flow of information to nearly instantaneous.  All the stakeholders have information they didn't just a few years ago.&lt;/li&gt;
 &lt;li&gt;&lt;strong&gt;&lt;em&gt;Impact&lt;/em&gt;&lt;/strong&gt; - This area talks about the negative effects that companies are currently experiencing.  This area also speaks to the opportunity that is out there for the creative company that can execute in a new economy.&lt;/li&gt;
 &lt;/ul&gt;

&lt;/ul&gt;





&lt;p&gt;&lt;strong&gt;Key ideas:&lt;/strong&gt;&lt;/p&gt;





&lt;p&gt;Let's hone in on the &lt;strong&gt;&lt;em&gt;Flow Index&lt;/em&gt;&lt;/strong&gt;.  The Flow index talks about what is flowing because of the nearly ubiquitous access to the Internet and wider social networks.&lt;/p&gt;





&lt;ul type="disc"&gt;
 &lt;li&gt;Inter-Firm Knowledge&lt;/li&gt;
 &lt;li&gt;Wireless Activity&lt;/li&gt;
 &lt;li&gt;Internet Activity&lt;/li&gt;
 &lt;li&gt;Migration of People to Creative Cities&lt;/li&gt;
 &lt;li&gt;&lt;em&gt;Travel Volume&lt;/em&gt;&lt;/li&gt;
 &lt;li&gt;&lt;em&gt;Movement of Capital&lt;/em&gt;&lt;/li&gt;
 &lt;li&gt;&lt;strong&gt;Worker Passion&lt;/strong&gt;&lt;/li&gt;
 &lt;li&gt;&lt;strong&gt;Social Media Activity&lt;/strong&gt;&lt;/li&gt;
&lt;/ul&gt;





&lt;p&gt;&lt;strong&gt;Who is making the most in this shift?&lt;/strong&gt;&lt;/p&gt;





&lt;p&gt;US companies are generating fewer and fewer tangible products.  There is a shift of power from the working class to a new class called the Creative class.&lt;/p&gt;





&lt;p&gt;&lt;strong&gt;Creative Class&lt;/strong&gt;&lt;/p&gt;





&lt;ul type="disc"&gt;
 &lt;li&gt;&lt;strong&gt;&lt;em&gt;Super-Creative Core&lt;/em&gt;&lt;/strong&gt; - Computer science and mathematics; architecture and engineering; life, physical and social sciences; education, training, and library management; and arts design, entertainment, sports and media studies.&lt;/li&gt;
 &lt;li&gt;&lt;strong&gt;&lt;em&gt;Creative&lt;/em&gt;&lt;/strong&gt; - Management; business and financial operations; law; healthcare and technical fields; high-end sales and sales management.&lt;br/&gt;
 &lt;strong&gt;&lt;br/&gt;
 Other Workforce Class&lt;/strong&gt;&lt;/li&gt;
 &lt;li&gt;&lt;strong&gt;&lt;em&gt;Working&lt;/em&gt;&lt;/strong&gt; - Construction and extraction; installation, maintenance, and repair; production; and transportation and material moving.&lt;/li&gt;
 &lt;li&gt;&lt;strong&gt;&lt;em&gt;Service&lt;/em&gt;&lt;/strong&gt; - Healthcare support; food services; building and ground cleaning and maintenance; personal care and service; low-end sales and related areas; office and administrative support; and community and social services.&lt;/li&gt;
 &lt;li&gt;&lt;strong&gt;&lt;em&gt;Agriculture&lt;/em&gt;&lt;/strong&gt; - Farming, fishing, forestry&lt;/li&gt;
&lt;/ul&gt;





&lt;p&gt;&lt;strong&gt;Why is this important?&lt;/strong&gt;&lt;/p&gt;





&lt;p&gt;This marks major disruption occurring in the market right now.  When there are disruptions, there are opportunities.  When everyone is running for the hills, doing the best to protect eroding markets, champions see opportunities to change the game. Right now there is a growing divide between our realized performance and our potential performance.&lt;/p&gt;





&lt;ul type="disc"&gt;
 &lt;li&gt;Consumers have low switching costs in adopting new technology and seem to have an insatiable appetite for finding new ways to connect and gather information.&lt;/li&gt;
 &lt;li&gt;Companies conversely, are driven by efficiency and systems that ensure greatest return.  These systems do not die easily, and thus companies are agonizingly slow to adopt new technology opportunities.  Consumers and stakeholders are beating them to the punch, and companies are paying the price.&lt;/li&gt;
&lt;/ul&gt;





&lt;p&gt;&lt;strong&gt;What are companies to do?&lt;/strong&gt;&lt;/p&gt;





&lt;p&gt;At the turn of the century, we were experiencing the industrial revolution... The most iconic representation of that shift was Henry Ford who looked at the way cars were being manufactured and said there has to be a better way.  He invented the assembly line.  The assembly line worked because it built greater and greater efficiency into the manufacture of cars.  We have squeezed every last penny out of that model, and there is now so much competition, there is little to be made by becoming more efficient than we are.&lt;/p&gt;





&lt;p&gt;Companies must shift from scalable efficiency to scalable learning. Our stakeholders and customers are learning more and more everyday, we as leaders of our companies need to invent, reward, and allow learning to happen across the whole organization.  &lt;/p&gt;





&lt;p&gt;If a company is going to thrive during this Economic shift, everyone in the organization has to be a learner, and we need to be listening to everyone in the organization as a source of learning.  Learning can no longer be the exclusive role of the creative elites in your company.  The company that will replace yours will be the one that is listening to the guy that pushes the broom around the floor after hours.  &lt;/p&gt;





&lt;p&gt;&lt;strong&gt;Close&lt;/strong&gt;&lt;/p&gt;





&lt;p&gt;Mike where can people get a hold of you?&lt;/p&gt;





&lt;p&gt;&lt;a href="http://www.championseccho.com"&gt;www.championseccho.com&lt;/a&gt;&lt;br/&gt;
 &lt;a target="_blank" href="http://www.organizationalchampions.com"&gt;www.organizationalchampions.com&lt;/a&gt;&lt;/p&gt;</description>

Deloitte has a new report called The 2009 Shift Index, and today we are going to talk about why you need to know about it.

Org. Champion 014 - Your Company's Problems Could be Bigger Than the Economic Downturn

Show Notes:

Today we look at blog entries from Om Malik, CEO of GigaOm, a news blog focused on the communications and tech sectors and William C. Taylor, the author of Practically Radical.
<a href="http://gigaom.com/2009/06/15/tips-on-innovation-enterprenuership-from-jeff-bezos/">Jeff Bezos on being a successful entrepreneur...</a>
<a href="http://blogs.harvardbusiness.org/taylor/2009/06/the_10_questions_every_change.html">The 10 Questions Every Change Agent Must Answer</a>

Takeaways:1. Never Quit Focusing on Customers
2. Create a Culture - Create enthusiasm, Deploy your collective genius, & Work to personally align your team with the mission.
3. Get outside your industry to discover new ideas and opportunities
4. Own something - Identify your unique position in the market and own it.
5. Know your history and heritage but express it in ways that are relevant for the times.
Close

<a href="http://www.championseccho.com">www.championseccho.com</a>
<a href="http://www.organizationalchampions.com">www.organizationalchampions.com</a>

<description>&lt;strong&gt;Show Notes:&lt;/strong&gt;

&lt;br/&gt;&lt;br/&gt;Today we look at blog entries from Om Malik, CEO of GigaOm, a news blog focused on the communications and tech sectors and William C. Taylor, the author of &lt;span style="font-style: italic;"&gt;Practically Radical.&lt;/span&gt;&lt;br/&gt;&lt;br/&gt;
&lt;a href="http://gigaom.com/2009/06/15/tips-on-innovation-enterprenuership-from-jeff-bezos/"&gt;Jeff Bezos on being a successful entrepreneur...&lt;/a&gt;
&lt;br/&gt;&lt;a href="http://blogs.harvardbusiness.org/taylor/2009/06/the_10_questions_every_change.html"&gt;The 10 Questions Every Change Agent Must Answer&lt;/a&gt;

&lt;strong&gt;&lt;br/&gt;&lt;br/&gt;Takeaways:&lt;/strong&gt;&lt;br/&gt;&lt;br/&gt;1. Never Quit Focusing on Customers
&lt;br/&gt;2. Create a Culture - Create enthusiasm, Deploy your collective genius, &amp; Work to personally align your team with the mission.
&lt;br/&gt;3. Get outside your industry to discover new ideas and opportunities
&lt;br/&gt;4. Own something - Identify your unique position in the market and own it.
&lt;br/&gt;5. Know your history and heritage but express it in ways that are relevant for the times.
&lt;br/&gt;&lt;br/&gt;&lt;strong&gt;Close&lt;/strong&gt;

&lt;br/&gt;&lt;a href="http://www.championseccho.com"&gt;www.championseccho.com&lt;/a&gt;
&lt;br/&gt;&lt;a href="http://www.organizationalchampions.com"&gt;www.organizationalchampions.com&lt;/a&gt;</description>

The conversation for the past couple of years has been how do organizations manage change.  The convo should be about agility

Org. Champion Webcast 013 - Getting On Top is One Thing, Staying There is Quite Another

Mike Thompson and Murray Williams discuss the attributes that set apart those leaders that seem to stand out against the rest.  Mike Thompson is the author of the brand new book The Organizational Champion released by McGraw-Hill.

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