Intro -- Joe O'Keeffe LO1552

Joe O'Keeffe (100307.3672@compuserve.com)
07 Jun 95 15:09:35 EDT

Failte (Greetings, in Gaelic),

My background is "mid-Atlantic", having lived in the USA at three
different times in my career...always returning to Ireland [The savage
loves his native shore] :

An Electrical Engineer(National University of Ireland) & Graduate of the
General Electric Manufacturing Management Program (MMP). Have over 25
years 'learning' in managing subsidiaries of multinational companies in
Ireland and the USA e.g. Apple Computer, AT&T and Emerson Electric. This
has included Operations assignments involving startup, shutdown &
rationalisation. Was Employee & Community Relations Manager of a General
Electric Plant with 1850 people. Have facilitated introduction of Work
Simplification, TQM and Continuous Improvement Programmes. Special
interest in world-class enterprise development.

Now work, using LO principles, to help private & state-owned companies in
Ireland develop 'alignment around shared vision & objectives'. For my own
learning, recently I attended a seminar, "Leading Learning Organisations",
c/o Innovation Associates in Boston. Recently read 'Competing for the
Future' by Hamel & Prahalad, with its many complementary and valuable
ideas. My personal vision is "Helping to create organisations which can
deliver improved results for all stakeholders". Individual growth and
improved enterprise performance are the 'deliverables' I seek in my work.

My questions have to do with the what it takes to introduce LO principles:

1. Any more success stories ? Motorola appears to be a significant one
[and I would love to receive some facts on how LO was applied in that fine
co.]. Ford have done some good stuff - particularly with the new Lincoln
launch. The fact that a group of top companies are involved with MIT is
terrific and I await results.

2. Are we missionaries, trying to create our own success stories ? I am
prepared to do that. It would just increase my faith if I knew of more
results to share with people who are at present trusting my judgement [and
believing as we learn together].

3. The principles are "soft". How to make them more meaningful for
managers who are faced with "hard" issues and a US Marine Corp model of
Leadership [fine for the business of the M.C.] ?

Any wisdom from the LO List, at your convenience, will be most welcome.
Best Regards,

--
Joe O'Keeffe
100307.3672@compuserve.com
O'Keeffe Associates,
Robin Hill Ave., 
College Road,
Cork, Ireland.
Ph/fax 353-21-342891