Victory, we all want it. In sports, we always envy the champions. In business, we try to emulate the best practices of successful business leaders. In war, we certainly want triumph. In our personal life, we want success. We are continuous looking for ways to achieve victory. 

            Victory encompasses all the levels of our needs from survival, security, self-esteem, belonging, to ultimately self-actualization. It touches all our emotions from joy, happiness, exuberance, ecstasy, and so on. There is no greater experience then being a victor. 

            This book is about achieving business victory. Business victory is just as important as any other victory. Everyday we see the evidence of loss—unemployment, layoffs, business closings, services eliminated, and infrastructure crumpling. Fortunately, we also see signs of victory—investment, improvement, innovation, reorganization, reform, and revolution. 

            Victory for a business or organization offers many unique challenges. First, victory varies for each specific organization. Each organization needs to define victory. Second, victory is forever changing. The organization’s definition of victory must be continuously focused on success. Third, the enemy of victory is not always evident. The enemy can be any element that keeps the organization from achieving victory. It can be competition, technology, economy, technology—even themselves. Fourth, the challenges are never-ending. Today, achieving victory is a never-ending process.  

Managing for Victory provides a system for turning an organization into one capable of achieving success in today’s ever-changing environment while focusing on victory in the future. This Managing for Victory System (VICTORY) provides any organization with the means to meet the many challenges of today while ultimately moving the organization toward the future. VICTORY focuses the entire organization on the customer.  This customer driven approach combines progressive leadership models, basic organizational excellence management practices, continuous improvement tools and techniques, and proven human resource initiatives. Managing for Victory is applicable to every organization striving to be the best, whether the organization is one function, a division, an operating agency, or a company. VICTORY is equally useful for large and small businesses, manufacturing and service industries, public and private organizations and e-businesses. Managing for Victory provides the means to achieve the ends or victory¾ the victory as defined by each specific organization.


Managing for Victory System Basic Considerations 



            Victory is the ultimate goal for every organization. Victory means success, continuation, progress, prosperity, market share, profits, etc. The basic considerations of VICTORY include total customer satisfaction plus organizational excellence plus progressive leadership. This is shown in figure 1.1. Since customers are the essence of every organization, customers define victory. The target is always total customer satisfaction (TCS). In addition, while the organization seeks total customer satisfaction, the organization must strive for organizational excellence. These activities target continuous improvement of people, processes and product while managing costs. Also, VICTORY requires progressive leadership. This is the element that guides the victory. 






Figure 1.1. Basic Considerations to Achieve VICTORY 


Why a Managing for Victory System 

VICTORY is the means to achieve an organization’s end results.


            An organization cannot survive and prosper in today's world without victory. Victory is success as defined by customers. Customers allow an organization to exist. The fundamental purpose of every organization must be to get and keep customers. Many modern organizations have lost sight of this fundamental principle. In many industries, this has contributed to America's lack of competitiveness in the global economy. In many cases, American industry is providing the wrong product and/or service for domestic and global markets because the customer does not drive these organizations. They focus on pushing the product or service on the customer, rather than the customer pulling a product or service out of the organization. In recent years in the Internet world, the primary focus on technology and marketing rather than creating customer value has resulted in many failed dot-com businesses.  

            A Managing for Victory System meets the challenges of the global economic environment. VICTORY provides a management approach adaptable to the new world of rapid change, rising complexity, and rabid competition. Today, political, technological, social, and economic changes are swift. The world has been turned around. For instance, the U.S.S.R.'s empire has crumbled. The Berlin Wall has been torn down. There is a new war on terrorist. The United States is just one of many players in the global marketplace. With technological advances, especially in computers, telecommunication and the Internet, the information age has launched a time of increasing intricacy in the entire world. This has brought about rising complexities in the processes used to perform work. Competition on a global scale is a fact of life. Everyone is competing for the new global markets. With competition fierce in all aspects -- technology, cost, product quality, and service quality -- everyone must seek new approaches to be competitive and share in global economic growth. VICTORY provides a rapid, flexible responsive approach that confronts these challenges today and in the future.             

Today's World 

The world is not the same today as yesterday.


            Today's world is radically different from the recent past. It's a new environment where old solutions no longer work. The "same old way" simply does not bring about the necessary results. Technology is not the prospective cure all. Throwing resources at the problem for short-term progress or reducing resources for cost reduction does not foster long-term customer satisfaction. Our paradigm (mind-set) must change to reflect the reality of today's world to achieve success.  

            Some of the major considerations in today's world compared with yesterday's issues are discussed below. These conditions require -- no, demand -- change.  

p         Customers are more selective with an increasing demand for value

p         Competitive environment

p         Uncertainty in the organizational environment

p         Need to work smarter

p         Changes in management and leadership philosophy, principles, methods, tools, and techniques

p         Conservation of limited resources

p         External factors affecting the organization are progressively out of control

p         Organizational systems require constant updating to optimize productivity, quality, and costs

p         New or changed products and services are perpetually being introduced

p         Continuous vigilance of all factors affecting the organization, product/service, competition, and the customer is a necessity

p         Economic pressures have caused the requirement for cost management

p         Shrinking budgets

p         Stressing "more for the buck"

p         Rapidly changing technology--making stability difficult

p         Accelerated production time is essential to a competitive advantage

p         Customer-driven quality is critical to long-term growth

p         Application of telecommunication and information systems

p         Survival of fittest e-businesses 

            There are many players in the competitive global economy. In addition, there are many formidable players. This fresh economic playing field requires everyone to transform their management philosophy, principles, methods, tools, and techniques into a management system that allows everyone to work smarter to rapidly respond to the needs of the customer. 

            Rabid competition is the way of the new world economy. Just because a product or service is available does not mean it will sell. The customer is more selective in buying goods and services. In fact, as the customer has more and more options, the customer becomes increasingly discriminating with their demand for added value. This makes keeping and getting new customers more important than ever. Customer satisfaction is the focus of all competing organizations. The organizations that can answer constantly changing customers' demands will succeed in this new environment of rabid competition. 

            Uncertainty is now a continuous concern. With a rapidly changing world order, certainty can no longer be taken for granted. No organization is safe from some sort of distress. External factors affecting the organization are progressively out of control. The organization's systems constantly require updating to optimize productivity, quality and costs. New or changed products and services are perpetually being introduced. Stronger competition is increasingly the norm. In addition, customer needs are continuously changing. Continuous vigilance of all factors affecting the organization, product/service, competition, and the customers is a necessity.  

            Economic pressures are a fact. This makes cost and budget a factor today and tomorrow. Lowest possible cost is the aim of all internal processes. It is no longer good enough to strive for reasonable cost. Everyone has the same technological advantages to make use of economies of scale, automation, and other production and service techniques to reduce cost. Customer satisfaction and profit in today's world depends on providing a product and/or service at the optimum, lowest possible cost.  

            In addition, economic pressure makes optimizing budgets an everyday reality. Currently, budgets are shrinking in most organizations. This causes a reexamination of priorities to stress "more for the buck." Economic pressures will continue to dominate choices and decisions in public and private organizations. The demand for increasing value at less cost will continue into the foreseeable future.  

            Rapidly changing technology makes stability impossible. Failing to keep pace with the latest technologies can bring obsolescence within a short period of time. Many products today have a very short life cycle. The impact of new technology, especially in information processing and communications, may determine supremacy.  

            Conservation of limited resources is a necessity. Global competition for scarce resources will only increase in the new global marketplace. Regardless of competition, however, the primary concern is the need to protect and preserve the environment. With many nations competing for few resources, coupled with the concern for the environment, waste and loss are everyone's enemies. Organizations must learn new techniques of quality, productivity, and project delivery focusing on elimination of variation to optimize all resources.  

            Reasonable production times no longer meets customer's needs. Accelerated production time is essential in many industries. The organization first to the marketplace is usually the winner. In today's world, speed is a competitive advantage. 

            Customer driven quality is critical to long-term growth. Since the customer defines quality by their satisfaction, the supplier forcing a deliverable on a customer does not foster customer satisfaction. Today, the customer or customer's voice must direct every aspect of the deliverable. This is the only way to ensure quality.  

            Telecommunication and information processing enable today’s world. Gone are the days when hardcopies, space, and distance are dominating factors of competition. The organization that can speed the right information to the right place at the right time is ahead of its rivals. 

            Many organizations are struggling to make their e-business work. Although today electronic commerce is struggling, ebusiness is the way of the future. Organizations must develop an e-business or complimentary e-business driven by the needs of customers. Also, it is important in today’s world to use the ebusiness for operation excellence. 

Today's World Demands Change 

Change or be left behind.


            To adapt to today's economic world with an eye to the future requires the organization to be totally responsive to the customer. Specifically, the successful organization will be the one that can change to apply the new paradigm for prosperity in today's global environment. Table 1-1 lists some of the required changes. 

Table 1-1         The World Demands Change



If it is not broken, don’t fix it

Continuous improvement

Functional orientation

Systems view

Sequential design and production

Concurrent design and production



Quality not important

Quality critical

Accept current processes

Improve, reengineer, invent processes



Rigid organizational structure

Flexible organizational structure

Many organizational layers

Few organizational layers


Cooperate to compete

Individual performance

Team performance

People specialized, controlled, eliminated

People add-value, flexible, adaptable, empowered

Strong management

Strong management and leadership

Leadership only at top

Leadership everywhere in the organization

Short-term outlook

Long-term vision

Individual merit reward system

Team performance reward system

Education for management

Education and training for everyone

Driven by profit

Focus on total customer satisfaction


            Continuous improvement of the process, people, and products aimed at customer satisfaction is essential. The "if its not broken, don't fix it" attitude does not promote critical thinking necessary for growth. Continuous improvement is the only way to survive. This is the proactive approach to change. This new view of everything-can-be-made-better-through-process-improvement stimulates the creativity and innovation needed to constantly grow. In addition to continuous improvement of processes, people must constantly upgrade their knowledge and skill through a lifelong learning system. Further, products and/or services require progressive enhancement to meet or exceed changing customer needs and expectations. 

            Systems thinking must replace functional orientation. In today's world, everyone's horizon must be expanded beyond narrow-minded occupational disciplines like engineering, manufacturing, accounting, education, training, logistics, etc. Organizations struggling for success in a world economic environment cannot afford to subsidize functional "fiefdoms" which sub optimizes resources. Progressive organizations must view the combination of all their processes as a system focused on customer satisfaction. This requires everyone in the organization to have a systems outlook geared to achieving organization-wide excellence. This means combining quality and performance. 

            Concurrent design is a necessity, especially in most industries where time-to-market is a competitive advantage. Time-to-market is increasingly a differentiator in the marketplace for both products and services. Concurrent design of products and services significantly reduces the time to market over traditional sequential design methods. 

            Inspection-based quality assurance needs to be supplanted with prevention techniques. Again, the industrial mindset expects defects. This inspection-based viewpoint adds excessive cost to the product or service. This is a cost that most organizations can no longer afford and the customer does not need to support. By shifting the emphasis to prevention techniques, the right thing is done right the first time. This reduces cost while increasing product and/or service quality. Prevention techniques focus on the improvement of all the processes in an organization to maximize the capabilities of processes. 

            Quality focused on customer satisfaction is required. Disregard for quality or merely conforming to requirements is no longer good enough to keep and maintain customers. Today's knowledgeable customer demands satisfaction. This is how they define quality. This means the organization must determine what will satisfy the customer and then focus the whole organization on striving to meet the customers’ needs and expectations. This means the organization must identify the elements of quality that are of vital importance to their particular customers. The key elements of quality for a customer might include, among other things, the following items: perceived product and/or service quality, performance, reliability, supportability, durability, features, availability, aesthetics, serviceability, maintainability, usability, environmental impact, conformance to requirements, customer service, logistics, training, warranty, and life cycle cost. For instance, some customers demand reliability as a key element of customer satisfaction. In other cases, the customers might value performance as the critical element. For other customers, the key element of quality is availability. For this customer, it is of primary importance the product or service is available in the right quantity, at the right time, at the right place. 

            Innovation through constant incremental improvement must be pursued. Innovation rather than major development is the key for many organizations and industries. Building on the old and creating new uses is critical for future survival. Improvement of old systems rather than development of new systems may be the norm. Economics dictate making do with what already is available. This targets innovative enhancements of existing systems as a major method to satisfy requirements. 

            Flexible organizational structures with as few layers as possible are best able to rapidly respond to the customer's changing demands. Rigid structures cannot react fast enough to keep pace with a formidable competitor, whereas few organizational layers provide the "lean and mean" structure needed to contend in tomorrow's world. Customers will no longer subsidize the cost of the vast amounts of waste created by large bureaucratic organizations. Organizations must be trimmed to the absolute core with decentralization of empowerment to the people closest to the customer and the processes. The organizational structure of an achieving organization has fewer managers with increased self- management. 

            Cooperation among governments, industries, companies, organizations, teams, and individuals is essential for survival. Cooperation among government, industry, labor, and education is critical to a high growth, high wage economy. In addition, management and labor must learn to cooperate for a prosperous economy. Further, departments and functional organizations must break down barriers to optimize productivity of an organization. Also, individual people need to work together in teams to rapidly respond to customers. In addition, organizations must develop supplier partnerships and customer relationships. All cooperative efforts aim at win/win solutions instead of a win/lose situation as fostered by competition. Only through cooperative relationships can global success be realized. 

            Groups, especially teams, are the organizational structure of choice. Although individuality is important, teams multiply the capabilities of each of the individual team members. In today's complex workplace, teams are the only structure capable of providing the high level of performance, flexibility, and adaptability necessary to rapidly respond to customers and provide deliverables that delight them. 

            People are the most important, flexible, and versatile resource capable of adding value to a product or service. Empowered people are the only resource with the ability to respond quickly to a customer by optimizing the output of a process based on a thorough analysis of customer requirements and the process. Therefore, specializing or eliminating people greatly reduces an organization's ability to keep or gain customers, which significantly decreases its chances for survival. People are the most important resource to gain an advantage over competition. To optimize this essential resource, forward-thinking organizations must strive to provide a high quality work environment where both the peoples’ and organization's needs are satisfied while striving to delight customers. 

            Strong leadership, not only, at the top but at all levels is needed instead of strong management. Guiding people to achieve a common goal is the focus of improved performance in any organization. Strong management is still required to ensure the project is completed as required; but leadership is essential to maximize the human potential to care about and satisfy the customers. Managers simply ordering accomplishment will not make an excellent organization. Leadership involves the sustained, active, hands-on participation of all leaders continuously setting the example, coaching, training, and facilitating empowered people. 

            A long-term view needs to replace the emphasis on short-term results. Frequently, the emphasis on a short-term outcome has a long-term consequence. For example, the takeover of one organization by another may bring short-term financial rewards. In the long-term, the takeover can result in many people losing their jobs. In another case, the short-term focus on stocks causes the organization to reduce investment in capital equipment and/or training of its people. This could have an adverse effect on the long-term survival of the business. The viewpoint of the organization must be targeted on the long-term future to stay in business. The advanced organization has a vision for the future with a strategic plan for achieving the vision. 

            The reward and recognition system must shift from individual merit to team performance systems. A team performance reward and recognition system provides the incentive for optimizing the results of teamwork to accomplish the mission. The team performance system should credit the individual's contributions to the success of the team while at the same time providing a reward for effective teamwork. All reward and recognition systems should be geared to each individual team member wanting to contribute to the best of their abilities for the ultimate successful outcome of the team.  

            An education and training investment for everyone in the organization must be the cornerstone of any learning organization to persevere in today's environment. People must be developed through education and training with an eye toward the future. High growth labor markets demand people with specific higher-level education and skills. These conditions require organizations to adopt a viewpoint that people truly make the difference in the competitive world economic environment, and they must make an investment to create a lifelong learning system.


Managing for Victory Targets Results           

Managing for Victory means both top and bottom line results.


            Managing for Victory includes a flexible and responsive management approach able to act or react to all of the forces of tomorrow's economic world. This customer-driven approach focuses an organization on determining and acting on the internal and external forces that will influence the customer. Managing for Victory gears an organization to getting and keeping customers by providing appropriate products and services, improving quality, increasing productivity, reducing costs and adding value. It focuses on total customer satisfaction whether it is a product or service to compete in the global environment. VICTORY targets success for today and tomorrow. 



        Raised revenues and market share

        Enhanced productivity and quality

        Support for the leadership

        Useful systems, processes, and operations

        Less cost and waste

        Total customer satisfaction

        Success for the organization


Managing for Victory System Definition 

Always SATISFY the customer.


            VICTORY is a customer-driven, progressive leadership guided, organizational excellence management system. VICTORY is a management system that stresses total customer satisfaction driven by the customer or customer’s voice. It emphasizes progressively leading an organization to excellence. VICTORY includes: visioning establishes a customer focus, involving everyone creates a team-based organization, continuously improving achieves excellence, training, educating, coaching develops a learning culture, owning work processes fosters empowerment, recognizing and rewarding builds high performance, and yearning ensures success.


Managing for Victory Philosophy 

The VICTORY philosophy encompasses progressive management thinking.


            The Managing for Victory philosophy encompasses a winning philosophy for any organization. The VICTORY philosophy stresses a systematic, integrated, consistent, organization-wide perspective. It includes the overall, general concepts for a customer caring, progressive, and excellent organization.  

            The philosophy focuses primary emphasis on the customer (both internal and external customers). The key is to care for customers. Customer care gets and keeps customers. The organization must listen to customers and/or the voice of customers. They must then drive their business processes for organizational excellence to satisfy their needs and expectations to get and keep customers. 

            The Managing for Victory philosophy requires a fundamental belief in the customer as the focus of all efforts in the organization. It requires a confidence in the working from the outside of the organization (customer) to develop excellence inside the organization. It advocates development of joint understanding of customer needs and expectations along with internal processes of the supplier's organization. The philosophy stresses a systematic, integrated, consistent, disciplined approach involving customers, process owners, and suppliers through all activities in the organization. Telecommunication and information systems make this integration required for victory management possible. Teams must be the organizational structure of choice with the customer as driver. The doctrine must empower teams to own their process enough to continuously perform and improve the process toward perfection. The philosophy must stress customer-centered metrics as the means to focus attention to meaningful outcomes for the customer. There must be basic belief in cooperation as the primary means to success. Also, rewards and recognition must be acknowledged as essential elements. In addition, there must be a faith that designing in quality and long-term prevention is critical. Relationships are vital. Involvement of everyone and everything in a focused effort is essential. Leadership is a predominate value. Further, people development must be encouraged. The intense desire of everyone in the organization to nurture customer relationships is a critical point of view. Everyone must adopt this philosophy. Everyone in the organization must desire customer-driven results. Finally, the philosophy is based on an intense desire to achieve victory.

In summary, the Managing for Victory philosophy includes: 

            Pursue an organization-wide perspective (systems view)

            Have a customer-driven focus

            Institute continuous improvement of processes, product/service, and people

            Lead with a progressive style

            Orient everyone to drive toward perfection

            Stress high performance

            Observe customer-driven measurements/metrics

            Promote product/service quality

            Have all stakeholders involved in the victory process

            Yearn for victory


The Managing for Victory Foundation 

VICTORY is built on a foundation of ethics, integrity, and trust with communication as the link.


                        To Manage for Victory requires a foundation of ethics, integrity, and trust with open and honest communication. This is the key to unlocking the ultimate potential for Victory. An organization’s potential for high performance in both good and bad times improves with a solid foundation of ethics, integrity, and trust. Figure 1.2 shows ethics, integrity and trust as the foundation with trust binding ethics and integrity. Communications is the link of the foundation into many other parts of the structure. 

            Each organization contemplating Managing for Victory should take the time to lay the foundation.  Since everything builds on the foundation, ultimate success or failure depends on the foundation. Many organizations have forgotten this simple fact. 

            Any discussion of any management approach that does not include a presentation of integrity, ethics and trust would be greatly remiss; in fact, it would be incomplete. VICTORY is built on a foundation of integrity, ethics and trust. If VICTORY is to be achieved, these characteristics must be a vital part of the organization. VICTORY requires the active participation of everyone in the organization focusing on total customer satisfaction. Business is maintained and won through total customer satisfaction; it is not achieved by bad business practices or profit at any cost. This demands that everyone in the organization must have the highest standards of integrity, ethics, and trust in dealing with both internal and external customers.  

            Integrity, ethics and trust move together through the Managing for Victory environment. However, each element offers something different to achieving VICTORY.







 Figure 1.2         The Foundation of VMS.


Managing for Victory Foundation Considerations 

An organization is only as strong as its foundation.

        Foster openness, fairness, and sincerity

        Operate with honesty

        Use common sense

        Nurture trust

        Demonstrate appropriate behavior

        Allow involvement by everyone

        Teach right from wrong

        Instill values into the organization

        Only do to others what you would want done to you

        Never compromise ethics, integrity, or trust 



Do to others only what you would want done to you.


            Ethics is the discipline concerned with good and bad in any situation. Ethics is a two-faceted subject represented by organizational and individual ethics. In the case of organizational ethics, most organizations will establish a business code of ethics that outlines ethical guidelines, which all employees are required to adhere to in the performance of their work. Individual ethics includes personal rights or wrongs. They are concerned with legal, moral, contractual, business policies and individual dealings. A person should never do anything that goes against command media or that the person would not like done to him or herself.



A person’s true nature will reveal itself despite disguise.


            Integrity implies honesty, morals, values, fairness, adherence to the facts, and sincerity. This characteristic is what anyone in the organization and the customer (internal/external) expects and deserves to receive.  

            True nature cannot be disguised. People see the opposite of integrity as duplicity. Managing for Victory will not work in an atmosphere of duplicity. In a deceptive environment, the organization takes actions contrary to the philosophy and guiding principles required for VICTORY. If anyone in the organization perceives contrariness of thought or action, active involvement will not be accomplished. In addition, if the customer perceives the organization is guilty of duplicity, customer satisfaction will not be achieved and quite likely the customer's business will be lost.  



Trust others and they will trust you.


            Trust is a byproduct of integrity and ethical conduct. Trust is absolutely essential for Managing for Victory. Without trust, the framework for VICTORY cannot be built. Trust is important in all aspects of Managing for Victory including teamwork, improvement efforts and customer satisfaction. Trust starts with open and honest communication. This is necessary for involvement of the right people in the Managing for Victory process. Trust fosters full participation of all members. Trust allows empowerment that encourages pride of ownership. Trust encourages commitment.  

            Specifically for VICTORY, trust promotes teamwork and cooperation. Trust allows decision-making at appropriate levels in the organization. Trust fosters individual risk taking for total customer satisfaction. Trust helps ensure that measurements focus on improvement of process, and they are not used to control people. Trust is essential to ensuring total customer satisfaction. 

            Trust must be developed to remove the traditional conflicts in and outside an organization. Trust is necessary to change the adversarial relationships between company and union, management and labor, and different functions in the organization. It is especially critical between the organization and customers. Trust builds the cooperative environment essential for VICTORY. 


Communication¾The Vital Link 

Actions speak louder than words¾Talk the talk and walk the talk.


            Communication is the most important tool in any organization. The scope and level of communication increases in a Managing for Victory organization. Communication involves exchanging information and VICTORY demands a free flow of information. The success of any organization demands communicating with and among all organization members, suppliers and customers. It requires frequent and effective communications with customers. It demands communication both inside and outside the organization. The organization needs information to understand the needs and expectations of the customer. They need information from each other to achieve organizational excellence. They rely on information from support teams. There must be constant communication between customers, process owners, managers, suppliers, other support teams, and the functional organization. Communication coupled with the sharing of the right information is vital. 


The Managing for Victory Foundation Supports Change 

Change is a constant.


            A foundation of ethics, integrity, and trust provides a safe environment for change. The presence of a solid foundation is critical during change. The foundation not only supports but it also protects. It supports successful business systems. At the same time, the foundation protects the organization from an adverse environment. 

            In some organizations change may be necessary to establish the Managing for Victory foundation. In all organizations, change is required to implement a victory driven organization. VICTORY requires both the individual in the organization and the entire organization to change. As seen in this chapter, today’s, and tomorrow’s world demands change. 


The VICTORY Framework 



The Managing for Victory system framework requires a systematic, integrated, consistent, organization-wide perspective. This is the VICTORY model as shown in figure 1.3. All of the elements of VICTORY are absolutely essential for survival today and also get victories in the future. This VICTORY framework has the customer as the driver. The elements of VICTORY must be manifested in every aspect of the organization for organizational excellence. First, a vision provides the common purpose of the organization as viewed by top leadership and shared by everyone in the organization. Equally essential are the involvement of everyone and everything. This necessitates a systematic team-based organizational structure. Continuous improvement builds an excellence mindset for all systems and processes. Training, ownership, and recognition target the critical human element. People development through training, education, coaching, facilitating, and mentoring is a key. This discipline must be constantly provided for a learning organization. Ownership must be established to build professionalism, pride and commitment. Recognition and rewards must be systematized to reinforce desired behaviors and outcomes. In addition, everyone in the organization, especially leadership, must yearn for success. It includes the application of progressive leadership to achieve VICTORY.  

The Managing for Victory system framework includes: 

                        Customer(s) driving victory

                                    Visioning – establishes a customer focus

                                    Involving everyone – creates a team-based organization

                                    Continuously improving – achieves excellence

                                    Training, coaching, etc. - develops a learning culture

                                    Owning the work - fosters empowerment

                                    Recognizing and rewarding - builds high performance

                                    Yearning - ensures success

                        Leading the organization to VICTORY




Figure 1.3       VICTORY Model. 


Customers Drive Victory 

Customers are the focus of the organization.  Without customers and the organization’s ability to fulfill customers’ needs, there will be no organization. Customers can make or break an organization. They drive the organization with unique needs and expectations. They set requirements for their satisfaction. The customer dictates product quality and service quality. The customer determines on-time delivery. The customer is the driver of all the organization’s processes. The customer defines organizational excellence. Therefore, the customer drives everything within the organization. This element is detailed in Chapter 2.  

Visioning – Establishes a Customer Focus 

A common purpose guides the organization to desired business results.  There must be a constancy of purpose throughout the organization. The focus provides the common reason for joint action. When aligned in the organization, the vision, mission, values, goals, and plans provide a common purpose for all to follow. This element is detailed in Chapter 3.  

Involving Everyone – Creates a Team Based Organization 

Total involvement of everyone in the organization requires a systematic team-based organization to focus on total customer satisfaction. Everyone means the entire organization including management, the entire workforce in the organization, suppliers, and customers. This element is detailed in Chapter 4.  

Continuously Improving – Achieves Excellence 

The continuous improvement of all systems in the organization is essential to driving organizational excellence. Continuous improvement of product, processes, and people in an organization is a never-ending pursuit. The organization drives continuous improvement through the establishment and maintenance of a continuous improvement system. A disciplined continuous improvement methodology is required for victory. The improvement methodology must be used continuously and consistently throughout the organization. This element is detailed in Chapter 5.  

Training, Educating, Coaching, Facilitating, Mentoring - Develops Learning Culture

A people development system must be instituted. People development is a never-ending process for everyone in the organization. This is an investment that must be made. People development provides the skills, knowledge and attitude -- the ability and willingness to make it happen. Ultimately, the performance of the people in the organization can make or break the organization. This element is detailed in Chapter 6.  

Owning the Work Process - Fosters Empowerment 

Ownership is critical to high performance results in the workplace. People in the organization must feel they own systems, processes, and their actual work. Ownership implies the ability to perform and improve systems, processes and the work itself.  Everyone must have ownership of his or her work. It involves encouraging and empowering people to create ideas and make decisions. Ownership is important to ensure pride of workmanship. Ownership creates pride and commitment. This element is detailed in Chapter 7. 

Recognizing and Rewarding - Builds High Performance 

A recognition and reward system supports an excellent organization.  The recognition and rewards system must foster appropriate behaviors and extraordinary actions to continuously improve the organization. This element is detailed in Chapter 8. 

Yearning - Ensures Success 

Leadership must have an intense desire to win. In addition, the people in the organization must believe enough in their leaders to devote their energies toward the vision of the leader. This requires both leaders and followers to make the personal commitment necessary for success. This element is detailed in Chapter 9. 

Leading the Organization to VICTORY 

    Leadership is essential for any successful organization. VICTORY advocates progressive leadership. Progressive Leaders set the example. They influence the organization’s people to achieve a common focus. Progressive Leaders act to build a team-based organization. They drive excellence. They empower and develop others. Progressive Leaders reinforce progress. This element is detailed in Chapter 10. 


Action Points 

You need to see the whole target before focusing on the bull’s eye.


            This chapter outlines the basic foundation for Managing for Victory. It is important for you to understand these basic concepts. You need to decide which elements you can champion and the elements you cannot support. For instance, the VICTORY philosophy outlined in this book incorporates many essential beliefs for a successful organization. This is the basic philosophy used to start on the road to victory. However, each organization needs to have its’ own “victory” philosophy.  You need to know what you believe before you can get others to follow. You need to adapt these ideas to you own situation and take action to achieve victory. 

            The action process that follows will guide you through the process of getting you started on the victory journey. As part of this action process you establish your own Victory philosophy. You will be surprised that with just a simple understanding of your management beliefs, you will become a better manager and leader. As a result, you and your organization will benefit with success.


Action Process


1.         Determine your victory philosophy. 

            a.         List your view of a perfect manager. 

            b.         From this view of a perfect manager “what basic beliefs are necessary for being a perfect manager? 

            c.         Compare your basic beliefs with the victory philosophy in this book. 

            d.         Create your initial victory philosophy.           

            e.         Evaluate your victory philosophy considering your current situation, i.e. organization culture, organization management philosophy and current position in the organization. 

            f.          Clarify your victory philosophy.           


2.         Conduct a Managing for Victory foundation audit. 

            a.         Determine inappropriate practices or behaviors. 

            b.         Identify what you now do to establish the foundation. 

            c.         Create an Action Plan for creating victory practices. 

3.         Complete the VICTORY Assessment in Appendix A. 

            a.         Fill-out VICTORY Assessment. 

            b.         Report Card. 

            c.         Discuss with others i.e. business coach, mentor, friend, confidant, spouse, and so on as you feel comfortable. 

4.         Conduct Organization Readiness Review. 

Are You Ready?




Is there enough time to achieve success?



Is there a business reason to strive for VICTORY?



Is there a sense of urgency for change or improvement?



Can the organization deal with change?



Does top management (leadership) support the need for change?



Does the organization have the ability and willingness to succeed?



Can the organization embrace the VICTORY model?



Is the organization willing to embrace a customer driven approach?



Are there sufficient champions willing to making necessary changes?



Is the organization willing to create a vision, mission and values focused on success?



Is leadership willing to involve people in high performing teams?



Can an appropriate continuous improvement system be established throughout the entire organization?



Is management willing to invest the funds, time and resources necessary for people development?



Is management able to develop the trust necessary to allow people to take ownership for their work?



Is leadership willing to install appropriate recognition and reward system to foster expected behaviors and results?



Is management willing and able to commit support and funding to achieve results?




5.         Determine next steps.