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leadership and change in a networkleadership and change in a network
... or why Gandhi, Genghis & Eglantyne Jebb would have understood the internet (and change) better than we do …... or why Gandhi, Genghis & Eglantyne Jebb would have
understood the internet (and change) better than we do …
Mick Yates: CGE&Y Centre for Business Innovation – May 2002Mick Yates: CGE&Y Centre for Business Innovation – May 2002
page 2© mick yates May 2002
First, a little theory – leadership First, a little theory – leadership
page 3© mick yates May 2002
• leaders always create (and need) change
• leaders always create (and need) followers
• leaders have a rock-solid value system, which is congruent with their followers
• leaders always create (and need) change
• leaders always create (and need) followers
• leaders have a rock-solid value system, which is congruent with their followers
leadersleaders
page 4© mick yates May 2002
page 5© mick yates May 2002
There is a hierarchy, which reflects both fundamental and transient ideas.
Changes that move from the ideas stage to become strongly held values will be both more difficult to
achieve, and longer lasting.
Ideas and values have different velocity.
sources of ideas values: example strengthEntertainment &
fashionMarkets and business
Politics and LawInfrastructure
Religion and cultureNature and biology
Latest trendsCapitalism Democracy
Education for allCultural loyalty
“Child in danger”
Weak
Strong
Change, ideas & values
Change, ideas & values
page 6© mick yates May 2002
Second, a little practical – the 5 e’s Second, a little practical – the 5 e’s
page 7© mick yates May 2002
MOHANDAS GANDHI
ENVISIONIndia’s political and religious
independence, based on spiritual renewal of her people, and on the
equality of Hindu and Muslim. Abolish castes.
ENABLESouth African ambulance corps. Indian
"Constructive Program". The Ashrams. The Congress charter. "Swadeshi" =
home industry.EMPOWER
Discipline & freedom, for self and followers.
"Satyagraha" = peaceful protest. "Swaraj" = Indian Independence. Love.
Respect.ENERGIZE
He walked the talk – Gandhi was the program
The "Salt March". He fasted. His charisma.
His disregard for self - no fear - prison. His words.
page 8© mick yates May 2002
GENGHIS KHAN
ENVISIONTo stop the Mongol tribes fighting, and to
preserve their nomadic lifestyle. To live off the land. Realize their
longstanding dream of “conquering the World".
ENABLEThe compound bow & short stirrup. The
"Yasa" legal code. Merit based army units of 10, 1000, 10000. Peacetime
“Pony express” links.EMPOWER
Genghis trusted Locals running conquered cities. He promoted on
merit. He was generous, very loyal, and very frank.ENERGIZE
He personified strong & clear Mongol values. Genghis always led from the
front. He was charismatic. Either surrender and maintain your way of
life, or be slaughtered….
page 9© mick yates May 2002
EGLANTYNE JEBB
ENVISIONMake a lasting change for all children, via modern management, finance and “self
help”.The Rights of the Child. Global.
ENABLEModern management techniques. Clear
operational principles. Organization. UK branch structure.
Permanent SCF.EMPOWER
Empowered children. Empowered Save’s workers.
Empowered all religious groups. Decentralized structure with common
values.ENERGIZE
Charismatic. Universalist. Dealt with issues. Hard working / practical. Advocacy and selling.
page 10© mick yates May 2002
ENVISION
Strategies& Changes
Values &Culture
Mission& Goals
page 11© mick yates May 2002
envision in a network
envision in a network
Operational
1. New business models
2. Biological ideas
3. Customer relationships
4. Blurring ..
5. Branding we trust
6. Networks
7. Speed
8. Global norms
Operational
1. New business models
2. Biological ideas
3. Customer relationships
4. Blurring ..
5. Branding we trust
6. Networks
7. Speed
8. Global norms
Organizational
1. Clearer choices
2. Governance
3. Women’s role
4. Children’s role
5. Interest groups
Organizational
1. Clearer choices
2. Governance
3. Women’s role
4. Children’s role
5. Interest groups
page 12© mick yates May 2002
ENABLE
ENVISION
Tactics& Tools
Processes&
Structures
Strategies& Changes
Values &Culture
Mission& Goals
page 13© mick yates May 2002
enable in a networkenable in a network
Operational
1. Knowledge management ..
2. Common platforms
3. Common data sets
4. Common data accessibility
Operational
1. Knowledge management ..
2. Common platforms
3. Common data sets
4. Common data accessibility
Organizational
1. Common business processes
2. Common learning processes
3. Internally connected people
4. Externally connected people
Organizational
1. Common business processes
2. Common learning processes
3. Internally connected people
4. Externally connected people
page 14© mick yates May 2002
DedicatedProject teamsDedicatedProject teams
OperatingOrganizationOperatingOrganization
Corporate knowledge base& values
Corporate knowledge base& values
leaders hyper connectleaders hyper connectIkujiro Nonaka and Horotaka TakeuchiIkujiro Nonaka and Horotaka Takeuchi
page 15© mick yates May 2002
EMPOWER
ENABLE
ENVISION
Tactics& Tools
Measures
Processes&
Structures
Training&
Rewards
Strategies& Changes
Values &Culture
Mission& Goals
page 16© mick yates May 2002
Organizational
1. Structural interdependence
2. Shared leadership across network
3. Teaching
Organizational
1. Structural interdependence
2. Shared leadership across network
3. Teaching
Operational
1. Inclusiveness
2. Set measurable goals
3. Clear short term targets
4. Group goals
Operational
1. Inclusiveness
2. Set measurable goals
3. Clear short term targets
4. Group goals
empower in a network
empower in a network
page 17© mick yates May 2002
Empowerment via facilitation Cultural basis Start with (and stick to) the Vision Let go of your own power Have patience Listen for what is not said Build Interdependence via process
Asia & The West Asia Asia Asia Asia
Set out clear ground rules up front Expose your own value system, first Build an empowerment “contract” Get all the issues out Stick to the process over time
The West The West The West The West Asia & The West
facilitationfacilitation
page 18© mick yates May 2002
ENERGIZE
EMPOWER
ENABLE
ENVISION
Tactics& Tools
Measures
Processes&
Structures
Training&
Rewards
IndividualSuccess
Strategies& Changes
Values &Culture
Mission& Goals
Commun-icate
& Correct
page 19© mick yates May 2002
energize in a network
energize in a network Operational
1. Communications plan
2. KISS – don’t over think
3. Communicate values
4. Walk the talk 24x7
5. Tangible big picture
6. Spread success stories
7. Help learn from mistakes
8. Virtual communication
Operational
1. Communications plan
2. KISS – don’t over think
3. Communicate values
4. Walk the talk 24x7
5. Tangible big picture
6. Spread success stories
7. Help learn from mistakes
8. Virtual communication
Organizational
1. Success breeds energy
2. Individuals are in control of destiny
3. Lifetime employability
Organizational
1. Success breeds energy
2. Individuals are in control of destiny
3. Lifetime employability
page 20© mick yates May 2002
Reactions to change- David Noer
Reactions to change- David Noer
Entrenched
30-60%
Overwhelmed
30-60%
Learners
10-?%
Capacity
for
Change
Comfort
level
BSers
10-20%
Entrenched
30-60%
Overwhelmed
30-60%
Learners
10-?%
Capacity
for
Change
Comfort
level
BSers
10-20%
page 21© mick yates May 2002
execute in a network
execute in a network
…. because Gandhi, Genghis & Eglantyne Jebb would all have understood that the internet is a
Leadership change tool
- more than anything else it can be
…. because Gandhi, Genghis & Eglantyne Jebb would all have understood that the internet is a
Leadership change tool
- more than anything else it can be
page 22© mick yates May 2002
“Never underestimate the enemy. Respect him, but equally always
remember, regardless of the odds, team to team, yours is better. If
there is any doubt in your mind in regard to this previous sentence
you had better start training harder, or hand over your command”
Australian Army Leadership Manual, 1994
“Never underestimate the enemy. Respect him, but equally always
remember, regardless of the odds, team to team, yours is better. If
there is any doubt in your mind in regard to this previous sentence
you had better start training harder, or hand over your command”
Australian Army Leadership Manual, 1994