The benchmarking event was originally started as a forum for our clients to share their progress with one another. The results were so astounding that we opened it up to a select group of prospective companies we felt would benefit by their attendance. We have been delighted by the response and the growing list of participating companies.
This year’s attendees included New York City Transit, Con Edison, JPMorgan-Chase, Hershey Foods, Dendrite, Magic Radio Stations, Tampa Energy Corporation, Florida Hospital, Port Authority of New York and New Jersey, Westchester Management Alliance and Training Group and Gannett Newspapers.
The topics covered by the presenters included leadership, communications, team building creativity and change management, and the successes that were being achieved by them.
This newsletter is written from the perspective of the attendees and by the attendees with the exception of the New York City Transit Article.
2001’s Benchmarking was held at New York City Transit’s Corporate Center with an inspirational view overlooking the harbor and the Statue of Liberty. This forum was designed to create and exchange the success that DCG clients were having in using the PITT and BrainSmart Leadership workshops.
PITT, Process Innovation Through Teams, is a workshop that has helped solve problems through focused team work. Employees and management learn to communicate more effectively with deeper understanding of each other’s needs.
The BrainSmart Leader is a process management workshop on how to sustain innovation by motivating people to produce leading edge results and it provides a discipline for the leadership team.§
NYCT Hosts Benchmarking 2001
We were welcomed by Joe Siano, who gave us a background of the Strategic Alignment Program of which PITT has become an integral part. David Tweedy provided the details of the CPM successes they’ve had in integrating PITT and introduced one of the 19 PITT teams and how they have successfully deployed PITT. Mysore Nagaranta, Senior VP and Chief Engineer, in detailing his direction for his management team was particularly noteworthy. Mysore’s executive team will be evaluated in the coming years. Each of his direct reports will have 25% of their annual review weighted to reflect special measurements in process improvement projects. The direct reports in turn are required to initiate special process improvement projects within each of their organizations. PITT is offered to the whole organization as a tool to help them achieve their performance objectives. In summary, the reactions of this year’s attendees indicate that through our clients, they have a heightened awareness of their company’s limitless potential when their existing problems are addressed and solved. This is a win/win situation! §
