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“ “The greatest danger for most of us is not that The greatest danger for most of us is not that
our aim is too high and we miss it, but that it is our aim is too high and we miss it, but that it is
too low and we reach it”too low and we reach it”
Michelangelo Michelangelo
Two types of organisational learningTwo types of organisational learning
AdaptiveAdaptive
GenerativeGenerative
Three ways to encourage executive developmentThree ways to encourage executive development
Keep organisational layers and structure simpleKeep organisational layers and structure simple
Encourage cross organisational managerial workingEncourage cross organisational managerial working
Reward individual high performanceReward individual high performance
PearsonPearson
Three ‘r’s for optimal organisational performanceThree ‘r’s for optimal organisational performance
RevolutionRevolution
RenewalRenewal
ResilienceResilience
Source: Hamel and ValingasSource: Hamel and Valingas
Three areas for CEO impactThree areas for CEO impact
Directing actions setting directionDirecting actions setting direction
refining or changing courserefining or changing course
Structuring actions creating the environment withinStructuring actions creating the environment within
which the organisation functionswhich the organisation functions
Energising actions triggering and inspiring performance-Energising actions triggering and inspiring performance-
oriented, self-renewing behaviouroriented, self-renewing behaviour
Three moves needed in any organisationThree moves needed in any organisation
From perfection to performanceFrom perfection to performance
From commanding and controlling to empowering and energising employeesFrom commanding and controlling to empowering and energising employees
From producing a product to caring for a customerFrom producing a product to caring for a customer
Three tensions for changeThree tensions for change
Profitability vs GrowthProfitability vs Growth
Short term vs Long termShort term vs Long term
Whole vs PartsWhole vs Parts
Source: Dodd and FavoroSource: Dodd and Favoro
Four factors that determine the success of changeFour factors that determine the success of change
Duration and momentum of the programmeDuration and momentum of the programmeIntegrity – ability of the project team to deliver on timeIntegrity – ability of the project team to deliver on timeThe commitment of top management all affectedThe commitment of top management all affectedEffort over and above the normal the initiative demandsEffort over and above the normal the initiative demands
Source: Sirkin et alSource: Sirkin et al
Four perspectives for changeFour perspectives for change
The financial perspectiveThe financial perspectiveThe customer perspectiveThe customer perspectiveProcess perspectiveProcess perspectiveLearning and growth perspectiveLearning and growth perspective
Source: Kaplan and NortonSource: Kaplan and Norton
Four pillars for changeFour pillars for change
Metrics to emphasize new cultural prioritiesMetrics to emphasize new cultural priorities
Processes to integrate the new culture into the organisationProcesses to integrate the new culture into the organisation
Programmes to build support for cultural changeProgrammes to build support for cultural change
Structures to create a framework for the new cultureStructures to create a framework for the new culture
Source: CharanSource: Charan
Four tools for changeFour tools for change
Leadership toolsLeadership tools
Culture toolsCulture tools
Power toolsPower tools
Management toolsManagement tools
Source: Christensen et alSource: Christensen et al
Four tasks for a Chief ExecutiveFour tasks for a Chief Executive
Focus on most significant stakeholder needsFocus on most significant stakeholder needs
Deciding what business you are inDeciding what business you are in
Balancing the present and the futureBalancing the present and the future
Shaping values and standards Shaping values and standards
A G Latley A G Latley
HBR May 2009HBR May 2009
The four stage innovation processThe four stage innovation process
GeneratingGenerating
ConceptualisingConceptualising
OptimizingOptimizing
ImplementingImplementing
Source: Basadur and GeladeSource: Basadur and Gelade
The four ‘C’s of a confident organisationThe four ‘C’s of a confident organisation
Collaborative – doing things togetherCollaborative – doing things together
Creative – doing things first and betterCreative – doing things first and better
Controlling – doing things right and the right wayControlling – doing things right and the right way
Competent – doing things fast and efficientlyCompetent – doing things fast and efficiently
Four parts to the ACES change modelFour parts to the ACES change model
A A ctionsctions
Specific behaviours that contribute to success Specific behaviours that contribute to success
C C laritylarity
Clear objectives leading to real successClear objectives leading to real success
E E nvironmentnvironment
Factors required to achieve successFactors required to achieve success
S S kills/knowledgekills/knowledge
What people must know and do to achieve successWhat people must know and do to achieve success
Excellence depends upon...Excellence depends upon...
Caring more than others think is wiseCaring more than others think is wise
Risking more than others think is safeRisking more than others think is safe
Dreaming more than others think is practicalDreaming more than others think is practical
Expecting more than others think is possibleExpecting more than others think is possible
K SriramK Sriram
Four challenges for organisationsFour challenges for organisations
Developing rewards, recognition, and career opportunities Developing rewards, recognition, and career opportunities
for specialistsfor specialists
Creating unified vision in an organisation of specialistsCreating unified vision in an organisation of specialists
Devising the management structure for an organisation of Devising the management structure for an organisation of
task forcestask forces
Ensuring the supply, preparation and testing of top Ensuring the supply, preparation and testing of top
management peoplemanagement people
Peter Drucker 1988Peter Drucker 1988
Five lessons from effective organisationsFive lessons from effective organisations
Hire happy peopleHire happy peopleTrain your people thoroughlyTrain your people thoroughlyTreat your people exceedingly wellTreat your people exceedingly wellSeek customer feedback and act upon itSeek customer feedback and act upon itEnsure senior leadership hear directly from the front linesEnsure senior leadership hear directly from the front lines
Source: D FrancesSource: D Frances
Five parts the POMCE performance modelFive parts the POMCE performance model
P lanP lan
O rganiseO rganise
M onitorM onitor
C ontrolC ontrol
E valuateE valuate
Five top management requirements for changeFive top management requirements for change
Create a sense of urgencyCreate a sense of urgencyDevelop competitor focus and awareness at all levelsDevelop competitor focus and awareness at all levelsProve employees with the skills needed to be effectiveProve employees with the skills needed to be effectiveGive time to digest one challenge before launching the nextGive time to digest one challenge before launching the nextEstablish clear milestones and review mechanismsEstablish clear milestones and review mechanisms
Source: Hamel and PrahaladSource: Hamel and Prahalad
Five organisational essentialsFive organisational essentials
Mission Why we existMission Why we exist
Values What we believe in Values What we believe in
How we will behaveHow we will behave
Vision What we want to be Vision What we want to be
Strategy What our competitive game Strategy What our competitive game
plan will be plan will be
Balanced scorecard How we will monitor and implementBalanced scorecard How we will monitor and implement
the planthe plan
Five parts to the SARAH change modelFive parts to the SARAH change model
S S hockhock
A A ngernger
R R ejectionejection
A A cceptancecceptance
H H elpelp
Five key principles at StarbucksFive key principles at Starbucks
Make it your ownMake it your own
Surprise and delightSurprise and delight
Everything mattersEverything matters
Embrace resistanceEmbrace resistance
Leave your markLeave your mark
Source: Joseph MitchellSource: Joseph Mitchell
Five things Starbucks wants all staff to beFive things Starbucks wants all staff to be
WelcomingWelcoming
GenuineGenuine
ConsiderateConsiderate
KnowledgeableKnowledgeable
InvolvedInvolved
Source: Joseph MitchellSource: Joseph Mitchell
Six ways to counter resistance to changeSix ways to counter resistance to change
Education and communicationEducation and communication
Facilitation and supportFacilitation and support
Manipulation and co-optationManipulation and co-optation
Participation and involvementParticipation and involvement
Negotiation and agreementNegotiation and agreement
Explicit and implicit coercionExplicit and implicit coercion
Source: John KotterSource: John Kotter
Six parts the STEEPLE model for analysing Six parts the STEEPLE model for analysing external macro environment factors external macro environment factors
S ocietalS ocietal
T echnicalT echnical
E conomicE conomic
E nvironmentalE nvironmental
P oliticalP olitical
L egalL egal
E thicalE thical
Six parts the PESTLE model of market testingSix parts the PESTLE model of market testing
P oliticalP olitical
E conomicE conomic
S ocietalS ocietal
T echnicalT echnical
L legalL legal
E nvironmentalE nvironmental
The Sunday Times 100 criteriaThe Sunday Times 100 criteria
LeadershipLeadership
My companyMy company
My managerMy manager
My teamMy team
Well beingWell being
BelongingBelonging
Giving backGiving back
Personal growthPersonal growth
Eight ways to develop a culture ofEight ways to develop a culture of candour and transparency candour and transparency
Tell the truthTell the truth
Encourage upward truth tellingEncourage upward truth telling
Reward contrariansReward contrarians
Practice having uncomfortable conversationsPractice having uncomfortable conversations
Admit mistakesAdmit mistakes
Go for learning from mistakes not blameGo for learning from mistakes not blame
Recruit and support truth tellersRecruit and support truth tellers
Set information freeSet information free
From O’Toole and B ennisFrom O’Toole and B ennis
HBR May 2009HBR May 2009
Nine attributes of an innovative organisationNine attributes of an innovative organisationChallenge/involvementChallenge/involvement
FreedomFreedom
Trust and opennessTrust and openness
Idea timeIdea time
Playfulness and humourPlayfulness and humour
ConflictConflict
Idea supportIdea support
DebateDebate
Risk taking Risk taking Source: General ElectricSource: General Electric