Driving excellence : how the aggregate system turned Microchip Technology from a failing company to a market leader

Library	Item Barcode	Call Number	Material Type	Item Category 1	Status
Searching... PSZ JB	30000010128246	HD9696.S44 J66 2006	Open Access Book	Book	Searching... Unknown
Searching... PSZ KL	30000010115943	HD9696.S44 J66 2006	Open Access Book	Book	Searching... Unknown

"A well-organized compendium of immense common sense. [The authors'] values-based, walk-the-talk approach recognizes the fast-changing environment we live in. It shows the importance of aggregating and integrating knowledge and experience on a continuing basis. Finally, it demonstrates the significance of creating a culture that reinforces those values and takes pride in thriving on the complexity."
--John E. Abele, founder and Director, Boston Scientific Corporation

"The Aggregate System is a powerful blend of strategic formula, exceptional culture, and human systems combined into a complete self-perpetuating system to produce exceptional performance. Anyone interested in improving the performance of his or her company should read this book."
--Jerry Colangelo, CEO and Chairman, Phoenix Suns

"This is not another 'silver bullet' piece of academic advice on how to do a quick fix to some imaginary business. Driving Excellence is a serious and detailed insight into how a real CEO, Steve Sanghi, has transformed a real company, Microchip, into a world-class enterprise. Anyone interested in understanding the realities of implementing and sustaining an enterprise-wide constant improvement plan should read this book."
--Dean Kamen, founder and President, DEKA Research & Development Corporation, inventor of the Segway HT, National Inventors Hall of Fame inductee

"Driving Excellence is the first book to deal with the integration of all the core elements that are essential to running a business. It should be required reading for all executives and venture firms looking to boost return on invested capital and add some consistency to their growth. High praise is due to Michael Jones and Steve Sanghi for developing a blueprint that works in the real world."
--Ed Sperling, Editor in Chief, Electronic News

"This book provides a nicely developed framework to understand organizational effectiveness and performance, drawing upon Sanghi's managerial skills, perfected in his significant turnaround performance at Microchip. Importantly, the reader benefits from insight and experience about building an organizational culture productive to performance and competitiveness."
--Steven Stralser, PhD, author of MBA in a Day

Author Notes

Steve Sanghi is the President, CEO and Chairman of the Board of Microchip Technology Inc. Under his leadership Microchip became the top IPO of 1993. Steve holds a MS in Electrical and Computer Engineering from University of Massachusetts and BS in Electronics and Communications from Punjab University, India. In June 1995 he received an Arizona Entrepreneur of the Year Award and was a finalist in the National Turnaround Entrepreneur of the Year category. Steve co-chairs the State of Arizona Governor's Council of Innovation and Technology, and is a member of the Board of Trustees of Kettering University in Flint Michigan. His media appearances include: CBNC Squawk Box (May 05') and Mad with Money, Jim Cramer's show; Bloomberg TV and radio, quoted in the WSJ and more.

Michael J. Jones, retired from Microchip Technology Inc. in 2004. Prior to that he was the VP of Human Resources. Michael was one of the primary architects of Microchip's successful company culture. A graduate of California State University, Chico, he holds a MA from the College of Communication and Education and a BA in Psychology. He is currently starting his own HR consulting practice to train others on the success of The Aggregate System.

L.B. Day

Foreword	p. ix
Preface	p. xi
Acknowledgments	p. xiii
Section 1 The Microchip Story-Applying the Aggregate System	p. 1
1 Microchip: Before and After	p. 3
Section 2 The Aggregate System	p. 17
2 The Aggregate System: Driving Excellence and Continuous Improvement	p. 19
3 The Ten Key Elements of the Aggregate System	p. 29
Section 3 The Foundations of a Values-Based, Highly Empowered, Continuous-Improvement-Oriented Culture	p. 37
4 How Cultures Evolve	p. 39
5 Rules-Based versus Values-Based Cultures	p. 45
6 Systems Thinking	p. 57
7 The Six Principles of Building a Merit-Based, Variable, Total Compensation System	p. 74
8 How Managers Become Barriers	p. 92
9 Discovering the Origins of Behavior and Job Performance	p. 105
10 The Weakness Principle	p. 124
11 The Human Change Process	p. 134
12 The Transformation of Charlie Campbell	p. 145
Section 4 Building the Aggregate System	p. 163
13 Strategic Formula	p. 165
14 Selecting Your Core Values	p. 174
15 Policies and Procedures: Establishing the Rules	p. 184
16 Management Practices	p. 189
17 Human Systems: Backbone of the Culture	p. 197
18 Performance Appraisals	p. 221
19 Employee Practices and Assessing the Culture	p. 233
Summation	p. 245
Index	p. 247
About the Authors	p. 254

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Table of Contents