【正文】 ds for achieving excellence, stimulating innovation, and building knowledge and capabilities. The values and strategies should help guide all activities and decisions of your anization. Senior leaders should inspire and motivate your entire workforce and should encourage all employees to contribute, to develop and learn, to be innovative, and to be creative. Senior leaders should be responsible to your anization’s governance body for their actions and performance. The governance body should be responsible ultimately to all your stakeholders for the ethics, vision, actions, and performance of your anization and its senior leaders. Senior leaders should serve as role models through their ethical behavior and their personal involvement in planning, munications, coaching, development of future leaders, review of anizational performance, and employee recognition. As role models, they can reinforce ethics, values, and expectations while building leadership, mitment, and initiative throughout your anization. CustomerDriven Excellence Quality and performance are judged by an anization’s customers. Thus, your anization must take into account all product and service features and characteristics and all modes of customer access that contribute value to your customers. Such behavior leads to customer acquisition, satisfaction, preference, referral, retention and loyalty, and business expansion. Customerdriven excellence has both current and future ponents: understanding today’s customer desires and anticipating future customer desires and marketplace potential. Value and satisfaction may be influenced by many factors throughout your customers’ overall purchase, ownership, and service experiences. These factors include your anization’s relationships with customers, which help to build trust, confidence, and loyalty. Customerdriven excellence means much more than reducing defects and errors, merely meeting specifications, or reducing plaints. Nevertheless, reducing defects and errors and eliminating causes of dissatisfaction contribute to your customers’ view of your anization and thus also are important parts of customerdriven excellence. In addition, your anization’s success in recovering from defects and mistakes (―making things right for your customer‖) is crucial to retaining customers and building customer relationships. Customerdriven anizations address not only the product and service characteristics that meet basic customer requirements but also those features and characteristics that differentiate products and services from peting offerings. Such differentiation may be based upon new or modified offerings, binations of product and service offerings, customization of offerings, multiple access mechanisms, rapid response, or special relationships. Customerdriven excellence is thus a strategic concept. It is directed toward customer retention and loyalty, market share gain, and growth. It demands constant sensitivity to changing and emerging customer and market requirements and to the factors that drive customer satisfaction and loyalty. It demands listening to your customers. It demands anticipating changes in the marketplace. Therefore, customerdriven excellence demands awareness of developments in technology and petitors’ offerings, as well as rapid and flexible response to customer and market changes. Organizational and Personal Learning Achieving the highest levels of business performance requires a wellexecuted approach to anizational and personal learning. Organizational learning includes both continuous improvement of existing approaches and adaptation to change, leading to new goals and/or approaches. Learning needs to be embedded in the way your anization operates. This means that learning (1) is a regular part of daily work。 (3) results in solving problems at their source (―root cause‖)。 and (5) is driven by opportunities to effect significant, meaningful change. Sources for learning include employees’ ideas, research and development (Ramp。 (2) developing new business opportunities。 (4) improving responsiveness and cycle time performance。 and (6) enhancing your anization’s performance in fulfilling its societal responsibilities and its service to your munity as a good citizen. Employees’ success depends increasingly on having opportunities for personal learning and practicing new skills. Organizations invest in employees’ personal learning through education, training, and other opportunities for continuing growth. Such opportunities might include job rotation and increased pay for demonstrated knowledge and skills. Onthejob training offers a costeffective way to train and to better link training to your anizational needs and priorities. Education and training programs may benefit from advanced technologies, such as puter and Interbased learning and satellite broadcasts. Personal learning can result in (1) more satisfied and versatile employees who stay with your anization, (2) anizational crossfunctional learning, (3) building the knowledge assets of your anization, and (4) an improved environment for innovation. Thus, learning is directed not only toward better products and services but also toward being more responsive, adaptive, innovative, and efficient—giving your anization marketplace sustainability and performance advantages and giving your employees satisfaction and motivation to excel. Valuing Employees and Partners An anization’s success depends increasingly on the diverse knowledge, skills, creativity, and motivation of all its employees and partners. Valuing employees means mitting to their satisfaction, development, and wellbeing. Increasingly, this involves more flexible, highperformance work practices tailored to employees with diverse workplace and home life needs. Major challenges in the area of valuing employees include (1) demon