Saturday, October 26, 2013

A521.1.4.RB - Stories in Your Organization


Stories in Your Organization     

 

Gregory Rutbell           

 

26 October 2013         

 

Embry-Riddle Aeronautical University - Worldwide Campus       

 
 

Management lessons through storytelling - The Boeing 707


Setting Big Hairy Ambitious Goals


 


At the dawn of the jet age Boeing, one of today's dominant makers of commercial aircraft, was a nonentity in the business of building planes for airlines. That's right. In the years following World War II, when U.S. industry was retooling for civilian production, Boeing was primarily a maker of military aircraft. Until the early 1950s, Boeing focused on building huge flying machines for the military. However, Boeing had virtually no presence in the commercial aircraft market. McDonnell Douglas had vastly superior abilities in the smaller, propeller-driven planes that composed the commercial fleet.


In the early 1950s, however, Boeing saw an opportunity to take on McDonnell Douglas by marrying its experience with large aircraft to its understanding of large engines. Led by Bill Allen, Boeing executives debated the wisdom of moving into the commercial sphere. Allen had a vision: that consumers would embrace the speed, convenience and comfort of jet travel, and that the real growth would not be in the defense industry but in the civilian sector of the booming global economy. They concluded that, whereas Boeing could not have been the best in the commercial plane market a decade earlier, the cumulative experience in jets and big planes they had gained from military contracts now made such a dream possible. They also realized that the economics of commercial aircraft would be vastly superior to the military market. They were  just flat-out turned on by the whole idea of building a commercial jet.


So, in 1952 Allen and his team made the decision to spend a quarter a quarter of the company's entire net worth to build a prototype jet that could be used for commercial aviation. Converting to jet technology would require a massive investment that could pockmark their bottom line. They built the 707 and launched Boeing in a bid to become the leading commercial aviation company in the world. Three decades later, after producing five of the most successful commercial jets in history (707, 727, 737, 747, 757), Boeing stood as the greatest commercial airplane industry, worldwide. Since then, Boeing has added the 767, 777 and 787 Dreamliner which are revolutionizing flight.


The 707 grew to become as much a cultural icon as a transportation vehicle. The swimwear company Jantzen called its swimsuit line "the 707." Every U.S. president from Dwight D. Eisenhower to George H.W. Bush flew on an Air Force One that was a modified version of a 707. The transformation for Boeing was complete. In later years its wide-bodied 747 would dominate long-haul and international travel. Its smaller 737 would become the workhorse of airlines around the world, a reliable, cost-efficient aircraft whose standard parts remain widely available. Boeing so thoroughly bested its erstwhile foe Douglas Aircraft that when Boeing bought McDonnell Douglas (the result of an earlier merger), it was primarily to boost its military offerings. In this way, Boeing returned to its roots, a reminder of where it had been before the 707 changed everything for the company - and transformed the history of aviation.


When Allen decided to launch the 707, he had no orders in hand. He simply bet big that that Boeing could produce - and that consumers would buy. His gamble on the 707 foreshadows Steve Jobs' going by his gut to create the iPod, the iPhone, and the iPad before many customers had even conceived them. It takes courage to wager a company's future on a vision: Allen showed us how - and changed the history of aviation.                

 

References

 

Collins, Jim (2001). Good to Great: Why Some Companies Make the Leap...and Others Don't.     New York City: HarperCollins Publishers.

Harnish, Verne (2012). The Greatest Business Decisions of All Time: How Apple, Ford, IBM,      Zappos, and Others Made Radical Choices That Changed The Course of Business. New            York, New York: Fortune Books.    

Wednesday, October 9, 2013

A500.9.4.RB_RutbellGreg - Blog - Course Reflections


 

Course Reflections Summary    

 

Gregory Rutbell           

 

9 October 2013         

 

Embry-Riddle Aeronautical University - Worldwide Campus       

 

 

 

 

 

 

 

 

 

 

 

My perceived value of this course has been outstanding. I have received a detailed overview of critical thinking including research methods and processes and will be able to use this as a foundation for success in the remaining courses and also in my professional career. I have also acquired several additional reference books for reference purposes for future courses, projects at work and refresher training. I have also enhanced my time management and scheduling skills to balance my time at work, ERAU coursework and personal social life. The summary of themes that I have honed by skills on include:         

·         Leadership      

·         Critical Thinking

·         SEE-I

·         Concept (Mind) Mapping

·         TheBrain 7 software

·         The Hunt Library

·         Literature Review

·         APA

·         Action Research

·         Qualitative Research

·         Quantitative Research

·         ePortfolio

·         Presentation Design     

All the themes were applicable and relevant to my experiences and what I expect in future courses. If I had to select the most important skill that I have discovered it is servant leadership (including community service and corporate citizenship) because leadership is important for my personal and professional success along with society and making the world a better place. Instructor feedback and support has been good too. 

I have three suggestions for improvement:

 1. create a website for the different multimedia technologies and software that are available for graduate students and graduate level coursework. This would include "how to" use them, tutorials, examples, and student guides (PDF format). I am not familiar enough with these to know how to create presentations in them. This could enhance student learner and presentation content quality.

 2. break the class into several teams and have a team project one deliverable presentation for each team due at the end of the course and have the team members grade each other. This activity would build teamwork and collaboration.

 3. provide a listing of recommended reference materials (books, etc) that students learners could purchase on their own in addition to the required course materials.        

 

Friday, October 4, 2013

A500.8.3.RB_RutbellGreg - Blog - Good Presentation Design


 

Good Presentation Design Summary    

 

Gregory Rutbell           

 

4 October 2013         

 

Embry-Riddle Aeronautical University - Worldwide Campus       

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Do you agree with critics who claim that most business presentations are terrible?


Yes, I agree with critics who claim that most business presentations are terrible and also from experience with several major aerospace companies. My summary: there are way too many presentations (along with charts and graphs), i.e., and most are non-value added. However, there is a small percentage that includes outstanding and value-added business presentations. Why are these presentations terrible there are several reasons:

1. Too many details: Few people know how to properly create a PowerPoint presentation. It should follow the 6 x 6 process (no more than 6 bullets with 6 words per bullet). However, presenters like to load everything possible on each slide whether it provides value or not. No, you do not need to show and tell everything only what is required from the subject topic purpose and objective. Don't try to cram everything in. Too many slides, words, bullets and details make people  to tune out. Don't suffer from PowerPoint fatigue.     

 2. Too many metrics measurements: Some researchers like to measure "everything" in the world and more, however, only the subject topic issue at hand and what is critical to its success needs a metric. When you try to measure "everything" and more you lose focus and direction along with creating chaos and confusion. Too many metrics along with charts and graphs make people tune out.

3. Know your audience: Is the presentation presenter or audience-focused? Do you know the audience, what the subject matter is and what they need to hear or are you the presenter sharing what you want to say from your perspective and point-of-view? Know what the deliverable(s) are and focus on them. Know your audience and present the deliverable(s) them. Other audience focus questions include:

·         What do they know?

·         What do you need to tell them?

·         What do they expect?

·         What will be interesting to them?

·         What will keep them focused?

·         Answer these questions and boil your slides down to the very essentials.

4. Lack of preparation: Great communicators and presenters including Presidents John F. Kennedy, Ronald Reagan and Bill Clinton were so comfortable with the words and speeches that they "flow naturally" and focus on making an "emotional connection" with the audience. However, both men spent much time in preparation including coaching from others including speech writers. No preparation results in rambling, disorganization and confusion about goals and objectives. Average preparation includes that you can memorize your speech, presentation or bullet points so you can deliver the right words.  

A well prepared and enthusiastic talk will help you convince your audience and maintain their attention. There are some key points that define a good talk:

·         Know your slides inside and out.

·         Speak freely.

·         Speak with confidence - loud and clear.

·         Don't speak too fast.

·         Maintain eye contact with the audience.

·         Change your voice.

What are the essential elements of a good presentation?

"There's something in the air." (Gallo, 2009) With these five words, Steve Jobs opened the 2008 Macworld conference. Jobs is often cited as one of corporate America's greatest presenters, and that's simply because he understands one thing: how to tell a story. Like any great sales pitch, an effective PowerPoint offers a compelling narrative; it elicits an emotional response from the audience. the trick is to understand how to engage your listeners, keep them focused, and use the right visual imagery to convey your message. So whether you're pitching an idea to investors, introducing a new product to your clients, or simply reviewing your company's quarterly results, a great PowerPoint presentation will leave your audience feeling inspired.


Creating a great PowerPoint is simpler than most people think. More often than not, you don't need to be a great designer, writer or orator to come up with an attention-grabbing presentation. What you do need, however, is an understanding of how to capture an audience's focus - and perhaps a bit of their creativity and imagination.


At some point or another, we've all sat through a PowerPoint presentation flooded with an endless stream of bullet points, sentences, or even full paragraphs. It may seem obvious, but this is one of the biggest - and most common - mistakes made by presenters. And when the presenter lists too much detail on the slides, few people will be able to retain any of it.


A great presentation should really just give the highlights. Even a slide with one word has merit because we have to process information before we go on to the next idea. It's good to segment presentations in places where your audience's mind can sum up and process the information so that they're actually able to think about what you're telling them. It's important for the mind to be able to rest on an idea or a thought, so if it's a constant flow of words, people will grow tired. People simply stop paying attention to slides with too much text on them. It becomes like wallpaper and becomes easy to tune out. The audience need s to digest information. So the lesson is "less is more."


The presentation on the screen is just as important as the speaker's presentation off the screen. It's essential to add a little flavor to the speech. Most speakers get into the presentation mode and feel as though they have to strip the talk of any fun. If you are not enthusiastic about your own products or services, how do you expect your audience to be? There are several ways a speaker can fail in his ro her presentation: a lack of confidence or a misconception about what the audience will retain from the speech. The only real way to boost confidence is to practice. Don't rely too much on notes, since the audience will be looking at you to engage them - not your script. The audience will walk awy from a presentation with only the very key points. All PowerPoint presentations are trying to sell you something, even if it's just an idea, product, or the presenter himself. You need to distill the key points in the conversation. The element of persuasion is the key.                 


A great presentation is won or lost on body language! How do you want to present yourself, deliverable and "connect" with your audience? Your dress attire, hand shake, eye contact, posture (how you stand, walk and movements), gestures, voice (use your voice), smile etc. along with your interpersonal "soft" skills will make or break you. Are you "connecting" along with your deliverable to the audience? Leadership guru John C. Maxwell, researcher and author of the masterpiece book "Everyone Communicates Few Connect: What The Most Effective People Do Differently" states that it's not experience and talent that stands between you and success but "connecting" with people. This includes: finding common ground, keeping communication simple, capturing people's interest, inspiring people, staying authentic in all and your relationships. (Maxwell, 2010)

The remaining 20 or 25 percent of a great presentation includes subject matter material which applicable to the issue.  

According to your readings for this week, what are some of the essential elements needed to deliver a good presentation?

Effective use of multimedia including designing presentations and supporting visual aids along with how the audience will actually process the presentation. Organization and preparation tips including: 1. start with the end in mind 2. plan in "analog mode" 3. use stories 4. audience focus 5. limit text on slides to an absolute minimum 6. don't read the text word for word off the slide 7. written documents are for expanded details. Slide (PowerPoint) tips: 1. keep it simple 2. avoid using Microsoft templates 3. avoid using PowerPoint Clip Art or other cartoonish line art 4. use high-quality graphics including photographs 5. use object builds and slide transitions judiciously 6. synchronize your speaking with the builds and transitions 7. use video and audio when appropriate. 8. KISS - Keep It Straight and Simple.

Microsoft has 12 interesting points for creating better presentations in PowerPoint:

1.      Pay focus to grab the viewer's attention.

2.      Select or create your new theme.

3.      Use video and audio to convey your message more effectively.

4.      Use graphics to emphasize key points.

5.      Use animations and transitions wisely without charging too much the presentation.

6.      Clearly communicate your information and transmit a  message to the audience.

7.      Start by outlining your presentation.

8.      Use masters and layouts to save time and get better results.

9.      Consider differences between print and on-screen presentations.

10.  Stay in control of your presentations by keeping file size manageable.

11.  Keep it simple.

12.  Limit bullet points and text.

        (Microsoft, 2013)

What do you think keeps people from creating good presentations, even though they may be aware of good design principles? 

Self-confidence, motivation, drive and attitude. Attitude and approach are everything! Attitude is you! From when you get up in the morning until you go to bed at night. Your thought process, mood, values, beliefs, actions, approach to work and relationships. Remember the children's book "The Little Engine that Could" by Watty Piper (1930's)? It was about a train that was sputtering up a steep, towering, seemingly impassable mountain. However, with a positive mental attitude "I think I can! I think I can!" it made it! Wally Piper's The Little Engine That Could is one of the greatest tales of motivation and the power of positive thinking ever told. Think about it. It's not a children's book. It's the philosophy of a lifetime.

This is an excellent example of the SEE-I process. SEE-I is a method of clarification and understanding. It stands for State, Elaborate, Exemplify, and Illustrate. This method provides a way to better understand and/or clearly communicate a concept or topic. I even listed them in what some may consider a sequential order.                       

Many people have distractions that they may be unaware of when they speak publicly. We have all heard the individual that says umm or ok every six seconds. Some people have the need to fiddle with something to relive the anxiety of public speaking. These are things that need to be pointed out so the individual can be made aware of them and apply preventive measures. These issues can take a great looking presentation and ruin it, even though they created a beautiful product, it still has to be presented the same way.

 

 

 

 

 

 

 

 

 

 

 

 

 

References

 

Bender, Peter Urs (1995). Secrets of Power Presentations. Buffalo, New York: Firefly Books.

Gallo, Carmine (2009). The Presentation Secrets of Steve Jobs: How to Be Insanely Great in        Front of Any Audience. New York City: McGraw-Hill.    

Maxwell, John (2010). Everyone Communicates Few Connect: What The Most Effective People

 

            Do Differently.  Nashville, Tennessee: Thomas Nelson.

 

Microsoft (2013). Creating Better Presentations. [On-Line] Available

           

            http://www.microsoft.com/en-us/default.aspx

Nosich, Gerald M. (2012). Learning To Think Things Through - A Guide To Critical Thinking

            Across The Curriculum. Boston, MA: Pearson Education, Inc.

Piper, Watty (1978). The Little Engine That Could. London: Penguin Group.