A Breakdown of The Invisible Wall

The Invisible Wall Unveiled
A breakdown of The Invisible Wall

Section I.

How America’s Top Performing Companies Operate

What if you could look inside America’s top performing companies to see how they operate.  If you could, you would discover that they are completely different from their lower performing counterparts.  They operate around a different set of rules, and those rules are what set them apart.

In The Invisible Wall, the reader is led through a story about two different companies.  One is a low performing company that is in serious trouble, the other is a creative, growing organization that seems to have no limits.  The reality behind the stories is years of consulting and research.  In fact, what the reader really gets is the insights gained from personal interviews with the CEO’s and senior executives of America’s top performing companies.

What if you could look inside America’s top performing companies?  You can.  As you read The Invisible Wall, you understand how Southwest Airlines, Agilent Technology, Costco and Kingston Technology to name a few operate.  You will witness firsthand the techniques that they use to make sure that the “invisible walls” of bureaucracy and ego never materialize.

Section II.

Aligning an Organization for Maximum Performance

How do you get an entire company to align around the same strategy and operating principles?  It’s not an easy task.  More often than not, what senior executives tell their people is a far cry from what they really end up doing.

Assuming that they can figure out the correct strategic alignment, most companies have no understanding of what it really takes to execute strategy.  And, after all, execution really is the name of the game.

In The Invisible Wall, the reader is exposed to the drama that surrounds execution and failure.  What you will discover is that great companies, the ones that sustain long term profitability, operate around a set of “performance values” by which everyone in the company is measured.  In The Invisible Wall, you will gain a clear insight into how performance values can change the ability of your company to successfully execute strategy.  Most importantly, you might consider buying a copy of The Invisible Wall for every member of your organization…it was designed to help every member of your team to understand their role in achieving organizational excellence.

Section III.

100% to 300% Higher ROI

If you would like to understand why companies that are in strategic alignment (the right strategy and the right organization for the emerging competition), the research that validates our approach to strategic alignment can be found at www.TheInvisibleWall.com.

In 1993, a doctoral student who had studied 15 San Diego banks decided to go back and see how they had fared in the 4 years since his study.  8 of the banks were out of strategic alignment at the time of the study, and 7 were in strategic alignment.  When he re-visited the banks, the 8 banks (out of alignment) no longer existed.  The 7 aligned banks were still doing well.

What you will discover is that the principles revealed in The Invisible Wall not only make sense, but the foundation of the approach is research validated.  Ask yourself this question: Can anyone else make that claim?

Section IV.

Best Practices for What?

We have all heard a lot about “best practices” but most of us have never heard an explanation about why a “best practice” from one company will necessarily help a company in an entirely different competitive situation.  The research clearly reveals one thing about “best practices”, and here we will quote:

“Different success behaviors are needed at

different levels of environmental turbulence.”

In other words, what works at one level of industry competitiveness will not necessarily work at another.  That means when competitive forces drive change, the company that wins will be the one that figures out how to match the new reality.

In The Invisible Wall, the reader will discover a user friendly story about companies.  At the same time, the reader will come to understand how practices (strategy and capabilities) must be changed if the firm is to align with the new context.  And yes, the research does reveal that firms that align have return-on-investment of 100% to 300% higher than firms that are misaligned.