Organizations succeed when they focus on 3 Wins—A Win for the Customer, A Win for the Organization, and A Win for the Individual. Failing to focus on all three simultaneously causes the biggest challenges in daily operations and in long term performance. There is a constant balancing act required and when things are out of balance, issues pop up that must be addressed to assure the organization can reach its performance goals.

I had a conversation recently about a major global corporation that perfectly illustrates this premise. After interviewing 250 people from all regions of the company, the following issues surfaced:

• Lack of commitment to putting the customer first
• Inadequate engineering and quality assurance processes
• Conflict between key major parts of the business
• Competition within the executive team
• Short term focus of the top leaders
• Lack of training and development of people

Organizational pride and confidence is low. The organization is out of balance. Even with extensive effort of leaders to create enthusiasm, the sense of winning and success is not being felt.  All 3 Wins – for the Customer, the Organization, and the Individual – are missing.

To address these challenges, I suggest looking at the philosophy used to create and maintain Saturn Corporation’s culture from 1986 until the early 2000s when General Motors eliminated the Saturn brand.

A philosophy of collaboration and a commitment to seek win-win solutions was at the core of the Saturn culture. In my 15 years at Saturn, I helped define the meaning of the triple win:

• The customer is the ‘true north,’ and as such, a win for the customer is always inherent.
• It is necessary for the business to succeed, so the organization naturally is the second win.
• And finally, without every individual benefiting and being developed, the commitment to “do the work” falters, so the third win belongs to each contributing individual.

There was a history of coercion and unhealthy competition in every part of the General Motors system, but Saturn’s corporate strategy looked to change the automotive game and emerged with cooperation, collaboration, and a drive for co-ownership as their focus.  Without cooperation and collaboration the 3 wins were impossible to obtain or maintain.  This was the Saturn Difference.

Simply put, creating a TripleWin culture in your organization will make working together easier. The payback will be evident with every decision, every problem, and every interaction.

Can you benefit from the Power of the TripleWin?

1. What is your customer philosophy? Is your customer your partner?
2. What type of culture and environment exists within your organization?
3. If you aren’t collaborating today, what can you do to start?

TripleWin’s Professional Development Program provides theories, models and skill development to support developing and working in a win-win-win culture and environment. For more information, see www.triplewin.ch.

Organizations succeed when they focus on 3 Wins—A Win for the Customer, A Win for the Organization, and A Win for the Individual. Failing to focus on all three simultaneously causes the biggest challenges in daily operations and in long term performance. There is a constant balancing act required and when things are out of balance, issues pop up that must be addressed to assure the organization can reach its performance goals.

I had a conversation recently about a major global corporation that perfectly illustrates this premise. After interviewing 250 people from all regions of the company, the following issues surfaced:

• Lack of commitment to putting the customer first
• Inadequate engineering and quality assurance processes
• Conflict between key major parts of the business
• Competition within the executive team
• Short term focus of the top leaders
• Lack of training and development of people

Organizational pride and confidence is low. The organization is out of balance. Even with extensive effort of leaders to create enthusiasm, the sense of winning and success is not being felt.  All 3 Wins – for the Customer, the Organization, and the Individual – are missing.

To address these challenges, I suggest looking at the philosophy used to create and maintain Saturn Corporation’s culture from 1986 until the early 2000s when General Motors eliminated the Saturn brand.

A philosophy of collaboration and a commitment to seek win-win solutions was at the core of the Saturn culture. In my 15 years at Saturn, I helped define the meaning of the triple win:

• The customer is the ‘true north,’ and as such, a win for the customer is always inherent.
• It is necessary for the business to succeed, so the organization naturally is the second win.
• And finally, without every individual benefiting and being developed, the commitment to “do the work” falters, so the third win belongs to each contributing individual.

There was a history of coercion and unhealthy competition in every part of the General Motors system, but Saturn’s corporate strategy looked to change the automotive game and emerged with cooperation, collaboration, and a drive for co-ownership as their focus.  Without cooperation and collaboration the 3 wins were impossible to obtain or maintain.  This was the Saturn Difference.

Simply put, creating a TripleWin culture in your organization will make working together easier. The payback will be evident with every decision, every problem, and every interaction.

Can you benefit from the Power of the TripleWin?

1. What is your customer philosophy? Is your customer your partner?
2. What type of culture and environment exists within your organization?
3. If you aren’t collaborating today, what can you do to start?

TripleWin’s Professional Development Program provides theories, models and skill development to support developing and working in a win-win-win culture and environment. For more information, see www.triplewin.ch.

Organizations succeed when they focus on 3 Wins—A Win for the Customer, A Win for the Organization, and A Win for the Individual. Failing to focus on all three simultaneously causes the biggest challenges in daily operations and in long term performance. There is a constant balancing act required and when things are out of balance, issues pop up that must be addressed to assure the organization can reach its performance goals.

I had a conversation recently about a major global corporation that perfectly illustrates this premise. After interviewing 250 people from all regions of the company, the following issues surfaced:

• Lack of commitment to putting the customer first
• Inadequate engineering and quality assurance processes
• Conflict between key major parts of the business
• Competition within the executive team
• Short term focus of the top leaders
• Lack of training and development of people

Organizational pride and confidence is low. The organization is out of balance. Even with extensive effort of leaders to create enthusiasm, the sense of winning and success is not being felt.  All 3 Wins – for the Customer, the Organization, and the Individual – are missing.

To address these challenges, I suggest looking at the philosophy used to create and maintain Saturn Corporation’s culture from 1986 until the early 2000s when General Motors eliminated the Saturn brand.

A philosophy of collaboration and a commitment to seek win-win solutions was at the core of the Saturn culture. In my 15 years at Saturn, I helped define the meaning of the triple win:

• The customer is the ‘true north,’ and as such, a win for the customer is always inherent.
• It is necessary for the business to succeed, so the organization naturally is the second win.
• And finally, without every individual benefiting and being developed, the commitment to “do the work” falters, so the third win belongs to each contributing individual.

There was a history of coercion and unhealthy competition in every part of the General Motors system, but Saturn’s corporate strategy looked to change the automotive game and emerged with cooperation, collaboration, and a drive for co-ownership as their focus.  Without cooperation and collaboration the 3 wins were impossible to obtain or maintain.  This was the Saturn Difference.

Simply put, creating a TripleWin culture in your organization will make working together easier. The payback will be evident with every decision, every problem, and every interaction.

Can you benefit from the Power of the TripleWin?

1. What is your customer philosophy? Is your customer your partner?
2. What type of culture and environment exists within your organization?
3. If you aren’t collaborating today, what can you do to start?

TripleWin’s Professional Development Program provides theories, models and skill development to support developing and working in a win-win-win culture and environment. For more information, see www.triplewin.ch.

Organizations succeed when they focus on 3 Wins—A Win for the Customer, A Win for the Organization, and A Win for the Individual. Failing to focus on all three simultaneously causes the biggest challenges in daily operations and in long term performance. There is a constant balancing act required and when things are out of balance, issues pop up that must be addressed to assure the organization can reach its performance goals.

I had a conversation recently about a major global corporation that perfectly illustrates this premise. After interviewing 250 people from all regions of the company, the following issues surfaced:

• Lack of commitment to putting the customer first
• Inadequate engineering and quality assurance processes
• Conflict between key major parts of the business
• Competition within the executive team
• Short term focus of the top leaders
• Lack of training and development of people

Organizational pride and confidence is low. The organization is out of balance. Even with extensive effort of leaders to create enthusiasm, the sense of winning and success is not being felt.  All 3 Wins – for the Customer, the Organization, and the Individual – are missing.

To address these challenges, I suggest looking at the philosophy used to create and maintain Saturn Corporation’s culture from 1986 until the early 2000s when General Motors eliminated the Saturn brand.

A philosophy of collaboration and a commitment to seek win-win solutions was at the core of the Saturn culture. In my 15 years at Saturn, I helped define the meaning of the triple win:

• The customer is the ‘true north,’ and as such, a win for the customer is always inherent.
• It is necessary for the business to succeed, so the organization naturally is the second win.
• And finally, without every individual benefiting and being developed, the commitment to “do the work” falters, so the third win belongs to each contributing individual.

There was a history of coercion and unhealthy competition in every part of the General Motors system, but Saturn’s corporate strategy looked to change the automotive game and emerged with cooperation, collaboration, and a drive for co-ownership as their focus.  Without cooperation and collaboration the 3 wins were impossible to obtain or maintain.  This was the Saturn Difference.

Simply put, creating a TripleWin culture in your organization will make working together easier. The payback will be evident with every decision, every problem, and every interaction.

Can you benefit from the Power of the TripleWin?

1. What is your customer philosophy? Is your customer your partner?
2. What type of culture and environment exists within your organization?
3. If you aren’t collaborating today, what can you do to start?

TripleWin’s Professional Development Program provides theories, models and skill development to support developing and working in a win-win-win culture and environment. For more information, see www.triplewin.ch.