Index

Accenture, London, 8 Bar code technology, 15, 16–17, 32, 92, Accountability: 140, 181–182 employee; for updating their Barksdale, Jim, 57, 137, 187 knowledge/skills bases, 103, Barnes, Thonda, 143 117–124 Bartosch, Henry, 178 metrics and, 11–12 BBQ picnic and contest, 166 Accounting (monthly book closing), Bell, Craig, 136 183–184 Benchmarking, FedEx used for, 43 Airbus A380, 197 Benefits, employee, 119–120, 142 Airplanes: Birkholz, Karl, 106–107, 147 deicing contingency, 177 Birla, Madan: flight scheduling, 159–161 career milestones, 20–22, 57, 69, on-time flights, complexity of processes 113 required for, 106–107 FedEx assignments/responsibilities, ownership milestone, 29 10–11, 105, 107, 135–136, 146, Air freight feasibility study, consultant’s 167 estimate of total market potential, 3 RCA Records, 9, 20, 21, 112 Airlines, passenger, 5–6, 38–39 retirement, 73 Airway bill vendors, 163–164, 165, 182 riding with couriers, 10–11 Albee, Roger, 182–183 Borstein, Leon, 101 Ally, Carl, 121 Boylan, Maureen, 189 Ally & Gargano advertising agency, 121 Brain/capability, right/left/whole, 70–71, Amazon.com, 36 102 Asia, 32 Bravo Zulu, 169, 176 Australia, FedEx, 83–84, 127, 189–190 Briscoe, James, 67 COPYRIGHTEDBroder, MATERIAL David S., 157 Balance: Bronczek, Dave, 146 doing/thinking, 147 Burnout, 74 innovation expectations/employees’ ability to deliver, 55–59 Cerf, Vinton, 71 life (see Work/life balance) Certification, professional, 108–109 predictability/change, 51–52 Chady, Ed, 121–123 Baldrige National Quality Award (1990), Chambers, Glenn, 170 33, 187 Chan, Marco, 53–54, 55

203 204 Index

Charitable activities, 167, 189, 197 involving employees in developing Cheese, Peter, 8 implementation plans, 176, Chicago Business Service Center, 11 179–180 Churchill, Winston, 111 letting appreciation flow from the Circuit City, 105 heart, 176, 186–190 Civil Aviation Board (CAB), 30 listening to understand instead of Closing, monthly book, 183–184 listening to respond, 176, Coaching employees to “sell” their 183–186 creative ideas, 111–114 model context, 174, 190 Collaborative dimension, innovation overview, xxi, 78–80, 196 culture model, xxi, 75–77, 155–172, practical ideas, 190–191 196 Communication: celebration and fun, 77 call-in Q&A, 88 development, 75–77 engaging employees, 85–89, 99 examples: internal global television broadcast New Orleans convention business, system, 88 53–54 localizing the message, 87–88 public and private cooperation, India media, using variety of, 88 customs clearance, 54–55 newsletter from CEO/chairman, 88–89 lack of, as root cause of failure to officers/directors meetings, 86–87 achieve innovative culture, THQ 10 Rules of Growth (breaking the 52–55 silence), 77 leadership practices, 157 written, importance of, 57 breaking down hierarchical/ Community volunteer programs, 167 departmental barriers (silos) Competitive advantage, sustainable, 19 through social activities, Connecting the dots (outside-the-box 165–168 thinking), 68, 101–102, 103, 116 creating processes and infrastructure Convention business, New Orleans, for collaboration, 157, 161–165 53–54 leading by example; practicing Coop, Kay, 158–159, 160 collaborative problem solving, Corporate Performance Report, 184 157–161 COSMOS (Customers, Operations and recognizing/celebrating teamwork in Service Master Online System; developing ideas, 168–171 1979), 31 model context, 156, 171 Courier printer, 16 overview, xxi, 75–77, 196 Creativity: practical ideas, 171–172 defining, in the business world, 4–5 return on investment (ROI) and, 133 innovation and, 4 (see also Innovation) Commitment dimension, innovation “what if ” questions and, 62–64, 71–72 culture model, xxi, 78–80, 173–191, Cribbin, James, 46–47 196 Cross-functional teams, 163–165, 180 leadership practices, 176 Customer(s): building mutually trusting automated air waybill/document relationships, 176–179 preparation, 135–136 Index 205

COSMOS (Customers, Operations and Empathic listening, 185 Service Master Online System; Employee(s): 1979), 31 collaboration among (see Collaborative earlier deliveries for, 179–180 dimension, innovation culture expecting everyone to be involved in model) creating/keeping, 85, 89–94 committed (see Commitment FedEx paychecks printed with “a dimension, innovation culture satisfied customer made this model) possible,” 90–94 development (see Growth dimension, innovation driven by, 39–40 innovation culture model) satisfaction; goal of 100 percent, 90–92 engaged (see Engagement dimension, Service Quality Indicator (SQI), 91–92, innovation culture model) 95, 148 psychological need to feel that their telephone experience, 137–138 work matters and that they matter, value propositions, 85, 90, 94–96 168–169 Customs clearance, India, 54–55 rating managers, 186 recognition/appreciation of: DADS (Digitally Assisted Dispatch Bravo Zulu program, 169 System), 31 celebrating teamwork in developing Dalton, Harry, 13–14 ideas, 168–171 Dangerous Goods (DG) shipments, Five-Star Award, 16 113–114 publicizing individual and group Deicing airplanes, contingency, 177 efforts, 100 Delays, cost/impact of, 10, 26 tapping employee commitment, 176, Delivery vans: 186–190 electric hybrid, 197 relationship with managers, inverted first electronic communication system pyramid metaphor, 185–186 (1980), 31 secure environment for creativity (see Deming, W. Edward, 110 Secure-environment dimension, Demographics, changing, 149–153 innovation culture model) Department/manager objectives aligned survey feedback action (SFA), 117–118, with corporate PSP objectives, 94–95 130, 186 Deregulation of air cargo industry, FedEx Employment contract, levels 1–3, leadership role (1977), 30–31 142–143 de Vries, Manfred F. R. Kets (Life and Death Energy-saving initiatives, 197–198 in the Executive Fast Lane), 48–49 Engagement dimension, innovation Disney, Walt, 4, 7 culture model, xx, 64–67, 83–100 Door-to-door service, 6, 38–39 employee needs: “Dots” analogy (outside-the-box thinking), part of a winning team, 65–66 68, 101–102, 103, 116 making a difference, 66–67 leadership practices, 85 Ego interference, 134–135 expecting everyone to be involved in Einstein, Albert, 71, 130 creating and keeping customers, Eli Lilly, 74–75, 108 85, 89–94 206 Index

Engagement dimension, innovation PSP (People, Service, Profit) culture model (Continued) philosophy, 9–13, 117, 123, 162, setting measurable goals for 188 improving your customer value revenue/market share, 1–2, 3, 22, 34 propositions, 85, 94–96 stock price, 2 sharing company’s strategies/goals in structure/areas, 2, 33, 156 plain/simple language, 85–89 success factors, key, 2–3, 193–194 telling employees regularly how they as a verb, 29 are making a difference, 85, volume, shipment, 22, 34, 149 96–99 FedEx innovation journey, 19–40 model context, 84, 100 Birla’s vantage point, 20–22 overview, xx, 64–67 continuum, innovation, 36–37 practical ideas, 99–100 growth milestones (1979 to 2001), 22–23 questions for leaders to answer, 66, hub and spoke air route system, 24–26 84–85 market- and customer-driven Esteem needs, 130 innovation, 39–40 Executives, survey of; on innovation, 8 operations nuts and bolts, 23–24 senior management’s role, 26–27 Facsimile delivery service (), stakeholder involvement, 27–28 139–140 FedEx innovations, notable, 29–36 Failure, embracing potential for, 135, alliance with Amazon.com to meet the 139–141 needs of unprecedented sales FDX, ix phenomenon (2000), 36 Federal Express, ix alliance with U.S. Postal Service to Federal Reserve System, 5 place FedEx drop boxes at post FedEx: offices nationwide (2001), 36 acquisitions, ix, 33, 35, 97–98, asset utilization and system efficiency 113–114, 183–184 improvement (1997), 34–35 awards/recognition, 2, 22, 33, 193 COSMOS (Customers, Operations and benchmarking, used by other Service Master Online System, in organizations for, 43 1979), 31 founder (see Smith, Fred) delivery at 10:30 A.M. (1982), 32 industry created by, 1–2 deregulation of air cargo industry industry leadership, continuing, (1977), leadership role, 30–31 193–198 electronic communication system in innovation culture, 3 (see also delivery vans (DADS, Digitally Innovation culture model) Assisted Dispatch System, 1980), international operations/expansion, 31 32–33, 37–39, 97–99, 140, 175, FedEx Express, FedEx Ground, FedEx 183 Freight, and FedEx Kinko’s, 35 metrics, 11–12 integrated, seamless international and milestones, 22–23 domestic network (1989), 32–33 name, origin/evolution of, ix Malcolm Baldrige National Quality number of employees, 193 Award (1990), 33 operations, nuts/bolts, 23–25 online tracking (1994), 34 Index 207

ownership/operation of aircraft, holding employees accountable for package-sorting facilities and updating their knowledge/skills delivery vans (1973), 29 bases, 103, 117–124 packaging materials to meet specific participating in learning activities, customer needs—overnight letter 103, 115–117 (1981), 31 providing resources and support PC-based automated shipping system systems to facilitate growth/ (1984), 32 development, 103, 109–115 SuperTracker, hand-held bar code requiring employees to update/ scanner system (1986), 32 expand their knowledge/skill television advertising (1975), 29–30 bases, 103–109 “Feel” as key word in understanding model context, 102, 124 leadership process, 47 overview, xx, 67–71 Feiler, Lenny, 187–188 practical ideas, 124–125 Field visits, FedEx, 104–105 Growth milestones, FedEx (1979 to 2001), Finance division, 121–124 22–23 Finance Learning and Development Growth strategy questions, 66, 85 Center (FLDC), 122, 123 Gupta, Kewal, 181–182 Finn, Paul, 112–113 Fiorina, Carly, 52 Haapaniemi, Peter, 108 Flexible manpower, 147 Hamel, Gary, 51–52 Flextime/part time, 150–153 Hammer, Michael, 117 Flowers, Mother’s Day; shipment of, 95–96 Hardy, Don, 83, 84, 127 Flying Tigers, 33, 97–98, 113–114 Harry Potter books, 36 Fraine, Bill, 58 Heart/head (feeling/analysis), 47 Fuel conservation, 197 Heneberry, Dave, 112–113 Fujita, Tony, 106 Hewlett-Packard, 2, 52 Fun/recreational activities, 77, 165–168 Holstein, Bill, 151 Hub and spoke air route system, 5, 24–26, Garner, Kim, 83–84 27, 71 Gates, Bill, 76, 102 Human Capital Management Program Gelco Express, 183–184 (HCM), 158–159 Gellman, Aaron J., 61 Gerstner, Lou (IBM), 116–117 IBM, 41, 116–117, 170–171 Global Operations Control (GOC), 177 Ice storm contingency, 177 Godin, Seth, 121 Imagination, right brain capability, 70–71, Goizueta, Roberto, 152 102 Ground Support Equipment (GSE), Imperative, innovation, 49–52 161–162, 163 Implementation: Group think, 138 importance of, 7, 8–9 Growth dimension, innovation culture plans, involving employees in model, xx, 67–71, 101–125 developing, 176, 179–180 leadership practices for expecting/ process, involving vendors in, helping employees to continually 182–183 grow, 103 team saving over $500,000, 181–182 208 Index

India, customs clearance time, 54–55 Juran, Joseph, 41–42 Individual Development Planner (IDP), Just-in-time inventory management 122–123 practices, 165, 169 Individual performance review, 118–119 Industry, FedEx creating new, 1–4 Kahn, Robert, 71 Innovation: Kahneman, Daniel, 187 box metaphor (outside-the-box Kanter, Rosabeth Moss (The Change thinking), 68, 101–102, 116 Masters), 6 continuum (i to I), 36–39 Kelsey, Morton T., 64 culture, 3 Kenya, 189 customer-driven, 39–40 Kinko’s, 35 as journey (see FedEx innovation Kmart, 19 journey) Knowledge/skills: mantra, 41 collective knowledge base, 69–70 as people process, 194 connecting the “dots” (knowledge base), reasons for lack of (see Organizational 68, 71, 101–102, 103, 116 failure to achieve innovation employee development (see Growth culture, root causes of) dimension, innovation culture stakeholder involvement, 27–28 model) Innovation culture model: leadership responsibilities, 46 dimensions (five leadership managerial responsibilities, 46 responsibilities), xix–xxi, 61–81 operational/technical responsibilities, collaborative people, xxi, 75–77, 46 155–172, 196 required for employees to develop committed people, xxi, 78–80, innovative solutions, 101 173–191, 196 Kulkarni, Arun, 37–38 engaged people, xx, 64–67, 83–100 Kumar, Arun, 54–55 growing people, xx, 67–71, 101–125 secure people, xx, 71–75, 127–154, Lafley, A. G., 12–13 196 Lazarus, Shelly, 152 overview, xix–xxi, 62, 64, 195 Leadership: steps, xix, 6–7, 62, 195 “feel” as key word in understanding FedEx’s processes for, 26–28 process of, 47 step 1: generation, 6, 57 long-distance theory, 73–74 step 2: acceptance, 6, 181 servant, 185–186 step 3: implementation, 7, 8–9, 181 Leadership Institute, FedEx, 22, 43, 53, International operations/expansion, 55–58, 78, 91, 116, 143 32–33, 37–39, 97–99, 140, 175, 183 Leadership practices for creating a secure Internet retailers, home delivery service, 35 environment for expression/ Interpersonal skills, 142 acceptance of creative ideas, xx, Inverted pyramid metaphor, 185–186 71–75, 127–154, 196 developing/sustaining permission Job descriptions, opportunities beyond, culture, 135–139 58–59 customer telephone experience, Job sharing, 150 137–138 Index 209

working outside a job description, Human Capital Management 136–137 Program (HCM), 158–159 integrating “Leading for Innovation and recognizing/celebrating teamwork in Balance: A Nurturing developing ideas, 168–171 Relationship” in leadership Leadership practices for engaging development, 135, 141–145 employees, xx, 64–67, 83–100 letting employees know you fully expecting everyone to be involved in embrace the potential for failure as creating and keeping customers, part of innovation, 135, 139–141 85, 89–94 practicing/supporting balance, 135, customer value propositions, 90 146–153 FedEx paychecks printed with “a changing demographics, 149–153 satisfied customer made this flextime/part time, 150–153 possible,” 90–94 job sharing, 150 setting measurable goals for improving practicing/supporting balance on the customer value propositions, 85, job, 135, 146–148 94–96 areas of management responsibilities, department/manager objectives 146 aligned with corporate PSP department planning sessions, 148 objectives, 94–95 doing/thinking, 147 shipments of Mother’s Day flowers, post-operation meetings, 147–148 95–96 quality action teams (QAT), 148 sharing company’s strategies/goals in Leadership practices for encouraging plain/simple language, 85–89 collaborative development of creative localizing the message, 87–88 ideas, xxi, 75–77, 155–172, 196 newsletter from CEO/chairman, breaking down hierarchical/ 88–89 departmental barriers (silos) officers/directors meetings, 86–87 through social activities, 165–168 using variety of media, 88 community volunteer programs, 167 telling employees regularly how they interdepartmental picnic and BBQ are making a difference, 85, 96–99 contest, 166 Leadership practices for expecting/helping lunches with peers, 168 employees to continually grow, xx, officers and directors recreational 67–71, 101–125 activities day, 167 holding employees accountable for softball, basketball, and golf leagues, updating their knowledge/skills 166–167 bases, 103, 117–124 creating processes and infrastructure for benefits quality forum, 119–120 collaboration, 157, 161–165 individual performance review, cross-functional teams, 163–165 118–119 joint management by objectives, Learning Institute in the Finance 161–163 Division, 121–124 leading by example; practicing ongoing professional development, collaborative problem solving, 120–121 157–161 survey feedback action (SFA), airline scheduling, 159–161 117–118 210 Index

Leadership practices for expecting/helping Kenya, 189 employees to continually grow United States, 188–189 (Continued) listening to understand instead of participating in learning activities, listening to respond, 176, especially whole brain thinking 183–186 development activities, 103, Learning activities, 103, 115–117 115–117 Learning Institute in the Finance exploring what-ifs, 116 Division, 121–124 hosting guest speakers from different Levinson, Harry, 48–49 fields, 116–117 Lexus Owners’ Advisory Forum, 105–106 providing resources and support systems Life balance. See Work/life balance to facilitate growth/development, Listening: 103, 109–115 empathic, 185 allocating needed resources for to understand versus to respond, 176, ongoing training, 114–115 183–186 coaching employees to “sell” their Long-distance leadership theory, 73–74 creative ideas, 111–113 Long Range Planning Committee knowledge sharing and coaching by (LRPC), 27–28 executive management, 113–114 Management by Objectives (MBO), 87, professional development growth 96, 123, 162, 170 plans, 109–111 Managers: requiring employees to update/expand involvement, 180 their knowledge/skill bases, motivating employees, key role, 127 103–109 objectives aligned with corporate PSP understanding customer needs and objectives, 94–95 changing business environment, rating by employees, 186 104–106 skill sets for adding full value: understanding organization’s total leadership responsibilities, 46 business processes, strategies and managerial responsibilities, 46 plans, 106–109 operational/technical responsibilities, Leadership practices for tapping 46 employees’ commitment, xxi, 78–80, training (see Leadership Institute, 173–191, 196 FedEx) trusting relationships, building working for employees (inverted mutually, 176–179 pyramid), 185 involving employees in developing M&M manufacturing process, 108 implementation plans, 176, Manpower movement plan, 147–148 179–180 Market-driven innovation, 39–40 implementation team saving over Mars Candy Company, 108 $500,000, 181–182 Maslow, Abraham, 129–130 involving vendors in the May, Ken, 177–178 implementation process, 182–183 Mead, 15 letting appreciation flow from the heart, Medical leave policy, 158–159 176, 186–190 Meeks, Shellie, 150 Index 211

Meetings: Opportunities, missed, 7 annual, 86 Organizational failure to achieve officers/directors, 86–87 innovation culture, root causes of, post-operation, 147–148 41–60 Retiree Club, 188–189 lack of balance between innovation work group, 99 expectations and employees’ ability Memphis Business Group on Health, 120 to deliver, 55–59 Memphis hub, 34, 147, 177, 181 lack of collaborative thinking across Mental space, design of, 63–64 departments and disciplines, Metrics, 11–12 52–55 Minton, Lynn, 152 lack of model for innovation culture Mission statements, 129 that is easily understood and Model. See Innovation culture model replicable, 59–60 Money-back guarantee, 26 lack of supportive leadership practices Monthly book closing, 183–184 and organizational processes, Moschitta, John, 30 43–49 Moss, Mike, 34–35 lack of understanding that innovation is Mothers, working, 133 imperative, 49–52 Mother’s Day flowers, shipment of, 95–96 Overnight letter (1981), 31 Motorola, 51 Package(s): NCR, 90, 182, 183 scanning technology, 15, 16–17, 32, 92, Needs hierarchy, Maslow’s, 129–130 140, 181–182 Newman, Frank, 175–176 tracking, 13–17, 32, 34, 156 New Orleans convention business, 53–54 Packaging materials: Newsletter from CEO/chairman, 88–89 flower boxes, 95–96 Norand scanning device, 15 overnight letter, 31 Nyberg, Lars, 90 Palmer, Bob, 77 Palmisano, Samuel J., 170–171 Oakland International Airport, solar Pan Am, 19 electric system, 197 Peabody, Bo, 134 Officers/directors meetings, 86–87 Peace of mind, 196 Ogilvy & Mather Worldwide, 152 People First philosophy. See PSP (People, Oliver, Tom, 116 Service, Profit) philosophy Olympics, 2000 Summer, Australia, Performance by objectives (PBOs), 96, 189–190 123, 162 O’Malley, Karen, 150 Permission culture, 129–130, 135–139 Online tracking, 34 Permission statements, 129 Operations: Petrie, Jim, 87, 137–138 hub and spoke air route system, 24–26 Polaroid, 19 managers’ need for knowledge of total Positive Speaking, Power of, 186 business process, 69 Predictability/change, balancing, 51–52 multiple processes coming together, Procter & Gamble, 12–13 106–107, 156 Procurement department, 163, 165 nuts and bolts, 23–24 Profit goals, 96–97 212 Index

Profit sharing, 10, 67, 96, 100 Rosen, Robert, 152 Promotion-from-within policy, 107, 195–196 Ruettgers, Mike, 111 Pryor, David, 83 PSP (People, Service, Profit) philosophy, Safety-Above-All task force, 158 9–13, 67, 117, 123, 162, 188 Sales territories, 104 Public recognition, benefit companies, Sandwich generation, 133 120 Sangster-Fort, Gloria, 175–176, 187 Pyramid metaphor, inverted, 185–186 Saturday pickup/delivery, 105, 137 Scanning technology, 15, 16–17, 32, 92, Quality: 140, 181–182 action team (QAT), 21 Schaming, Ron, 161–162 Baldrige Award, 33, 187 Schmidt, Tracy, 58, 149 benefits forum, 119–120 Secure-environment dimension, guru, 110 innovation culture model, xx, 71–75, human dimension, 41–42 127–154, 196 Service Quality Indicator (SQI), 91–92, interference with innovation process: 95, 148 ego, 134–135 stress, 131–134 Rankins, Paula, 178–179 leadership practices, 135 RCA Records, 9, 20, 21, 112 developing/sustaining permission Rechstschaffen, Stephen (Time Shifting: culture, 135–139 Creating More Time to Enjoy Your embrace the potential for failure as Life), 133 part of innovation, 135, Recognition/appreciation of employees: 139–141 Bravo Zulu program, 169 integrating “Leading for Innovation celebrating teamwork in developing and Balance: A Nurturing ideas, 168–171 Relationship” in leadership Five-Star Award, 16 development, 135, 141–145 publicizing individual and group letting employees know you fully efforts, 100 embrace the potential for failure tapping employee commitment, 176, as part of innovation, 135, 186–190 139–141 Recreational activities, 77, 167 practicing/supporting balance, 135, Rejection, fear of, 153 146–153 Retiree Club’s monthly lunch meeting in Maslow’s need hierarchy, 129–130 Memphis, 188–189 model context, 128, 154 Return on Ideas and Innovation, 132 overview, xx, 71–75, 196 Return on Initiative, 133 practical ideas, 153–154 Return on Interpersonal Relationships, Self-actualization, 130 133 Sellers, Patricia, 13 Return on investment (ROI), 132–133 Servant leadership, 185–186 Right brain thinking, imagination and, Service Quality Indicator (SQI), 91–92, 70–71 95, 148 Roberts, Jack, 170, 183–185 SFA. See Survey feedback action (SFA) Robinson, Robin, 45 Share (nonprofit charity), 189 Index 213

Silos, breaking down, 76 Spare parts, 161–163 Skills. See Knowledge/skills Speakers, guest, 116–117 Sloan, Alfred P., Jr., 1 Stakeholders, 27–28, 196–197 Smith, Fred: Standard Register, 15 CEO of the year (2004), Chief Stanton, Steven A., 117 Executive magazine, 151 Stapleton, Steve, 135–136 communication/involvement: Staunton, Mike, 159–161 asking for feedback, 15–16 Stewart, Thomas, 42, 129 dangerous goods, 113–114 Stock price growth, FedEx versus UPS, 2 handwritten notes, 187 Stool, three-legged (analogy), 10 ice storm, 177 Stress interfering with innovation process, at leadership classes, 56, 149 131–134 newsletter, 88–89 Sunday pickups, 83–84 officers and directors meetings, SuperTracker system, 16–17, 32 86–87 Supply chain solution, Hewlett-Packard, 2 speaking in classes, 56 Survey feedback action (SFA), 117–118, what-ifs posed by, 116 130, 186 founding FedEx: Sweeney, Dennis, 20–21 feasibility study, 2–3 hub-and-spoke system and Federal TCP/IP (Transmission Control Protocol/ Reserve System, 5, 71 Internet Protocol), 71 original idea, 5, 7, 13–14, 71 Teams: peace of mind business (versus cross-functional, 163–165, 180 transportation) business, 13–14 quality action (QAT), 21 venture capital, raising, 5 Teamwork, recognizing/celebrating, in Yale term paper, 5, 24–25, 195 developing ideas, 168–171 quoted: Technical proficiency, versus leadership on challenging the process, 56–57 capabilities, 45–46 on constancy of change at FedEx, 19 Technology: on customer satisfaction rate of 100 need for keeping up with advancements percent, 93 in, 107–108 on employee dedication, 173 rapid change, 111 on people as most important success Telephone experience, customer, factor, 194–195 137–138 treatment of employees, 10, 56–57, 169 Television: visionary leader, with grasp of technical/ advertising, first air freight (1975), 29–30 operational details, 28, 113–114, internal global broadcast system, 88 195 Thinking: work/life balance, 149, 151 balancing doing and, 147 Social activities, breaking down innovative (outside-the-box), 68, hierarchical barriers with, 165–168 101–102, 116 Solar electric system, 197 right/left/whole brain, 70–71, 102 Sorting efficiency: THQ (video game company), 10 Rules of documents, 178–179 Growth, 77 packages (see Scanning technology) 3M, 15 214 Index

Time: Wheeler, Jim, 97–98 cost/impact of delays, 10, 26 Whitehurst, Dale, 112–113 most critical resource, 25 Wilcox, Norm, 155 poverty, 133 Wilkinson, Bill, 69–70 tight time frames, 150–151 Willoughby, Ken, 21–22, 137, 166 Tobias, Randall, 75, 108 Wolowicz, Linda, 177 Toyota, 41–42, 106 Wonder bread, 39–40 Tracking, package, 13–17, 32, 34, 156 Workers’ compensation/disability Training, 59, 110–111, 121 programs, 159 Trevathan, Skip, 97 Work/life balance: Trust, building, 176–179 actualizing self, 145 TWA, 19 career self, 145 defined, 130–131 (UPS), 2 ego as obstacle to innovation, 134–135 United Way, 167 “Leading for Innovation and Balance: A U.S. Postal Service (USPS), 36 Nurturing Relationship,” 141–145 leisure self, 145 Value propositions: organizational support of, 73–74 company, 99 people self, 145 customer, 85, 94–96 Smith, 149, 151 Vendors, involving in implementation spiritual self, 145 process, 182–183 stress and innovation process, 131–134 Workspace components, 63 Walking around (THQ rule of growth), 77 Wye, Saw Ken, 138 Wal-Mart, 4 Walton, Sam, 4, 7 Xerox, 19, 51 Wang, 19 Watson, Anne, 64 Yale term paper, 5, 24–25, 195 Watson Wyatt Worldwide, 151 “What if?” thinking, 26–28, 62–64, Zander, Ed, 115 72–74, 116, 179 ZapMail, 139