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

by Mark Aesch

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.

256 pages, Hardcover

First published January 1, 2011

Reviews

[Kjrsten · Rating 5 out of 5]

Great for those who work in organizational management (whether non-profit or profit). Things to think about especially as a non-profit.

[Lance · Rating 4 out of 5]

Recently, Mayor Dayton King suggested this book, written by Mayfield native son Mark Aesch, who was, at the time the book was written, CEO of the Rochester Genesee Regional Transportation authority (RGRTA).

So I read it.

Here is a review of the book that I found summed things up fairly handily:

"Overall, the success of the RGRTA can be summed up in three major ways: one, the change from an opinion-based organization dominated by upper management to a data-driven organization where contributions from all employees are not only encouraged but expected; two, a shift from a public sector mentality to a private sector mentality where the focus in on serving the customer and every dollar must be carefully spent; and three, the will of CEO Mark Aesch."

Here's my take on it.

I consider myself a process improvement person. I've struggled for years now trying to find a way to do more with less in Gloversville; but I confess my efforts have, by and large, centered on the notion that we should be concentrating on the financial resources we have available.

Mark Aesch preaches a different philosophy common to the private sector. Performance AND price. There is no point in providing services based solely on how much one has to spend. One has to provide the services that are needed, or there's no point in providing anything at all.

Using the data driven model he speaks of, it is possible to move from an organization flopping and twitching in the throws of financial agony to one that successfully identifies its core mission(s), performing them well and under budget.

[Marc · Rating 4 out of 5]

Great for leaders for the simple messages