Driving Excellence: Transform Your Organization's Culture - And Achieve Revolutionary Results

( 1 )

Overview

Driving Excellence tells the inspiring story of one man who, with no formal business training, turned an entire industry on its head. Mark Aesch proves that we really can run government like a business, and provide value to taxpayers and shareholders alike.

When Aesch took over the Rochester Genesee Regional Transportation Authority in 2004, it was operating with a 27.7-million-dollar deficit, and was poised to raise fares, lay off employees, and slash service. Under Aesch's ...

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Driving Excellence: Transform Your Organization's Culture - And Achieve Revolutionary Results

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Overview

Driving Excellence tells the inspiring story of one man who, with no formal business training, turned an entire industry on its head. Mark Aesch proves that we really can run government like a business, and provide value to taxpayers and shareholders alike.

When Aesch took over the Rochester Genesee Regional Transportation Authority in 2004, it was operating with a 27.7-million-dollar deficit, and was poised to raise fares, lay off employees, and slash service. Under Aesch's leadership, those deficits have been eradicated and replaced with multimillion-dollar surpluses; reliance on taxpayer subsidies has been reduced; demand for service has increased at rates three times the national average; and in an unprecedented move, the fare at the Authority's two largest subsidiaries were actually reduced.

In Driving Excellence, Aesch shows readers how to create a culture built around selflessness rather than ego, and get employees invested in saving the company. In describing the transition from an ailing business to one that enjoys stunning success—lower fares, multi-million surpluses, and the highest ridership and customer satisfaction levels in twenty years—Aesch offers powerful principles that any organization can implement to achieve exceptional results.

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Editorial Reviews

Kirkus Reviews

Upbeat, inspiring account of the surprising makeover of an upstate New York bus company.

"Change can really happen," writes Aesch, CEO of the Rochester Genesee Regional Transportation Authority. "People can learn to do things differently." In 2004, at age 37 and with little business training, the author took charge of an inefficient public bus company with a $27 million deficit and transformed it within two years into a performance-based public-private organization with a nearly $20 million surplus. It was all part of "something magical" that happened when Aesch successfully persuaded everyone to help reinvent the ailing Rochester organization. His leadership of the turnaround is all the more remarkable considering that the author relied only on commonsense wisdom learned from his farmer parents. Suggesting that any dysfunctional enterprise can remake itself following his managerial principles, he offers a feel-good chronicle of his actions, beginning with an overhaul of the company's paternalistic and ego-driven culture. Managers began listening to front-line workers and engaged them in a customer-service campaign that viewed passengers as customers who deserved a product worth buying. Despite misgivings, employees helped create and gradually became invested in a new strategic vision, which argued that the company provided a product, not services, and that drivers operated not "buses" but "stores." The author details the introduction of such key changes as purposeful spending, accountability, performance incentives and decision-making based on real information about the company's actual performance rather than gut impulse. At each turn, the author made sure the underlying logic of new methods (revamped bus schedules, etc.) was understood by everyone. Keeping data constantly in mind, the company grew "just a little bit better each week, each quarter, each year."

Aesch's deft handling of angry customers, union thugs and other critics illustrates how this CEO's winning attitude played a critical role in the making of a transformed and still-growing organization.

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Product Details

  • ISBN-13: 9781401323974
  • Publisher: Hyperion
  • Publication date: 2/1/2011
  • Pages: 256
  • Sales rank: 934,779
  • Product dimensions: 9.30 (w) x 6.30 (h) x 0.85 (d)

Meet the Author

Mark Aesch is CEO of the Rochester Genesee Regional Transportation Authority (RGRTA). Under his leadership,the RGRTA's multi-million dollar deficits have been eradicated and replaced with multi-million dollar surpluses, reliance on taxpayer subsidies has been reduced, demand for service has increased at rates three times the national average, and in an unprecedented move, the fare at the Authority's largest subsidiary has been lowered after remaining stable for over a decade. As a recognized thought leader on public management, Aesch has contributed his thinking to MSNBC, CNBC, FOX News, Forbes Magazine online, The New York Times, Governing Magazine, and many other traditional and electronic media. Aesch graduated from the State University of New York at Brockport with a degree in communications and history.

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Sort by: Showing 1 Customer Reviews
  • Posted May 17, 2011

    more from this reviewer

    Insider report on how to turn around a failing public agency

    Executive Mark Aesch faced a huge challenge in 2004 when he became CEO of Rochester, New York's nearly bankrupt and dysfunctional public bus service, the Rochester Genesee Regional Transportation Authority (RGRTA). Employing best practices from the world of business and demonstrating strong leadership, Aesch turned RGRTA around, providing superior service while making the company profitable. Aesch describes how he worked this miracle with common sense, moral courage, clear purpose and strategies applicable to many business and leadership situations. getAbstract recommends Aesch's savvy management road map to anyone who needs to kick-start an underperforming organization.

    1 out of 1 people found this review helpful.

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