THE BLUEPRINT FOR REACHING THE TOP… …AND STAYING THERE! November 2012

THE BLUEPRINT FOR REACHING THE TOP……AND STAYING THERE!

November 2012

Agenda

Introduction

Workshop objectives

Experiential learning cycle

Activities

Full debrief

Wrap up

INTRODUCTION

The blueprint for reaching the top… and staying there…

Did you know?

Samsung sold 10 million Galaxy S III in:

Apple plans to sell 10 million iPhone 5 in:

50 days21 days Apple sold 10 million iPhone 5 in: ~10 days

How does Apple know it will sell 10 million iPhone 5 in 21 days?

iPhone owners who plan to upgrade within the next 6 months:

iPhone owners who currently own an iPhone 4:

iPhone users who are currently using the original iPhone:

iPhone 4 owners who plan to upgrade to iPhone 5:

46%

49%

4%

74%

Did you know that an additional 0.1 second in the time it takes a webpage to load can lead to a 1% decline in customer activity?

Amazon tracks ~500 metrics every day

Amazon measures a feedback loop in 1/10 of a second

3 core business processes

1) People WHO?

2) Strategy WHAT?

3) Operating plan HOW?

Top-performing companies lead the 3 core business processes through a discipline of great execution

Why is good execution needed?

1) People (especially leaders) lose their jobs because they did not deliver what they said they would

2) Strategy is often blamed, but is usually not the causeo Strategies fail because they are not executed

well

3) Failure drains energy from the organisation. Repeated failures destroys the organisation

4) Execution is a disciplineo Execution is a systematic process of

rigorously discussing the “how” and the “what”, asking questions, and following up

Is radical reinvention the key to winning in today’s fast-paced world?

Complexity is a silent killer of profitable growth

Successful companies endure by maintaining simplicity at their core

o They do not stray from their business model in pursuit of radical renovation

o They build a “replicable business model” that produces continuous improvement and allows them to rapidly adapt to change without succumbing to complexity

The value of repeatability in business, showing how the “big idea” today is really made up of a series of successful smaller ideas driven by a simple and repeatable business model

What do the world’s best-known companies do?

They combine:

1) a core differentiation model; with

2) speed;

3) adaptability; and

4) simplicity

to land them at the top for long periods of time

Simplicity helps keep some of the world’s best companies at the top for sustainable periods of time

...while complexity has put some of the world’s best companies at risk of bankruptcy

WORKSHOP OBJECTIVES


Objectives

Where are we now?

Where do we want to be?

How are we going to get there?

What are we going to do?

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Among IPGR members, BGI is #3 in terms of annual capacity and #4 in terms of the number of lines

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The world will become a smaller marketplace, and it is important to decide on what we would like to become

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How are we going to get there?

Successful companies endure by maintaining simplicity – KEEP IT SIMPLE;

o Produce continuous improvement which will allow us to rapidly adapt to change without succumbing to complexity

Combine a series of successful smaller ideas driven by a simple and repeatable business model

What are we going to do?

Rather than to learn new skills, we will explore what we already know and do, and look to optimise and improve on them. These skills include:

o Leadershipo Communication (talk vs listen)o Planningo Managing risks

To help us explore what we already know, we will use the experiential learning cycle

When we succeed, these will help us do the things we already do, but a little better

EXPERIENTIAL LEARNING CYCLE


The experiential learning cycle has 4 phases

Experience

Reflection

Process

Apply

Experiential learning cycle

Experiences can be both positive and negative, but from all experiences participants have something to learn

Reflection occurs within an individual

People internalise the experiences they have and begin to see the larger meaning of these experiences

Processing can occur on an individual basis or as a part of a larger group

The application of new knowledge is a key piece to the learning model. The learnings from the experience should be distilled through reflection and processing. You should begin to think about how you will apply what you have learned to future experiences

The experiential learning cycle can be simplified to “What”, “So what”, “Now what”

Experiential learning cycle debrief structure

Key questions

“What” are the experiences that we just had:o What do you think is the purpose of this activity?

“So what” can you learn from this experience?o How can we connect what we just did in our activity to the work that we do together as

a group?o What was something you needed from the group in this activity?

“Now what” addresses what you will do with your new knowledgeo How can you use this learning at work? o What helped you accomplish your objective?o What cooperation will you need from others to accomplish other objectives?

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ACTIVITY 1: EGG DROP


Activity 1: “EGG DROP” Guidance

Each team has a pile of materials

The challenge is to make a device that will help the 2 eggs withstand being dropped

The 2 eggs must be touching

Team members must use only the materials to construct the device

Time allowed: 20 minutes

After 5 minutes, teams are allowed to trade any materials

All teams will present the device and explain what thinking went into making them

The teams will be judged on (1) communication skills; (2) teamwork; (3) respect for individual ideas; (4) success of the device

EGG DROP: line continuum debrief Debrief

Make four lines for each person to put a post-it with their names on each of these lines

Place your post-it on the continuum depending on how you feel regarding individual characteristics of:

o Leader versus followero Talker versus listenero Planned more versus planned lesso Risk lover vs risk manager

Once completed, any group member who wants to move any cards (include those of others’) can do so

Next, reposition a new post-it according to where you would like to be on the continuum

Discussion questions:o How did you feel about the spot you chose for yourself?o What were your feelings in positioning your post-its?o How did you feel when someone moved your post-it?o Are there other times you feel this way?o Why did you put yourself where you did?o How far apart were your positions for where you are and where you would like

to be?o How do you think you could work towards getting to where you would like to

be?o Do you see any patterns in your positions?

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Experience

Reflection

Process

Apply

ACTIVITY 2: CROSSWORD


Activity 2: “CROSSWORD”Guidance

Each team will be given some blank cards

Write a vowel on one side of each card and a consonant on the other side

When everyone is ready, each group must give up 30 cards and exchange with another group

All groups are to arrange all the cards (either the vowel or consonant side) into words

Every word must be attached in some way to another word (like a crossword)

The team with the least number of unused cards remaining wins

Time allowed: 5 minutes for preparation, and 15 minutes to complete the task

CROSSWORD: line continuum debriefDebrief

Relook at your post-it positions on the lines

Any changes from last round? Why?

Discussion questions:o What letters did you choose? Any reason why you chose them?o Did we discover any new words?o What was hard about the activity?o Once your card was used, what did you do?o Was there a leader in the process?o How was the leader appointed?o What / who was helpful during the activity?o How did you choose to fit in?

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ACTIVITY 3: PAPER TOWERS


Activity 3: “PAPER TOWERS”Guidance

Each team will compete to build the largest, tallest, free-standing, paper tower using only newspapers

You may not use any other equipment other than what you were given


PAPER TOWERS: line continuum debrief Debrief



Discussion questions:o How did you interact?o Were there leaders, dreamers, visionaries, organisers, followers?o Quality versus quantity?o Did competition or the process drive the group?o Communication: how well did the group communicate while building

the tower?o Teamwork: did the group work together or did one or two individuals

take control? Why?o What roles did the group members play in the process?o How did you feel when ‘bias’ was introduced?o Did you consider sharing the new resource with the other team? Why?

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ACTIVITY 4: HUMAN KNOT


Activity 4: “HUMAN KNOT”Guidance

Each team member is to face one another in a tight, shoulder-to-shoulder circle

Each person extends the right hand and holds the right hand of someone else across the circle, as if shaking hands

Each person should hold out their left hand and hold the left hand of someone else across the circle, so that each person is holding two different people’s hands

The objective is to undo the knot without letting go of the hands


HUMAN KNOT: line continuum debriefDebrief



Discussion questions:o How did you interact?o Were there leaders, dreamers, visionaries, organisers, followers?o Did competition or the process drive the group?o How difficult did the group find planning with only voice command?o Communication: how well did the group communicate?o Teamwork: did the group work together or did one or two individuals

take control? Why?o What roles did the group members play in the process?

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ACTIVITY 5: MINE FIELD


Activity 5: “MINE FIELD”Guidance

Each team is to break into half. Agree which half is to be blind folded. The half that is blind folded is to put on the blind folds and take a seat

The sighted team members are to mark out a mine field with the rope provided for another team. The shape must not be symmetric, but must measure 10 metres in length

Place 15 obstacles (mines) within the boundary area, then return to their teams

Sighted partners are responsible for guiding the non-sighted partners safely through the mine field. The objective is for each team to get all members across the line. If any team member steps on a mine, then that person is considered disqualified

The team that has the highest number of people across the line in the shortest amount of time wins

Time allowed: 10 minutes to set the mine field, and 10 minutes to complete the task

MINE FIELD: line continuum debrief Debrief



Discussion questions:o How did you interact?o Who were the leaders? Was it easier to be a guide or to be guided?o Quality: did people stick to their tasks?o Did competition or the process drive the group?o Communication: how did the group find the task of communicating

when there was some chaos?o Teamwork: what was the one most important aspect of teamwork

(listening vs accurate guidance)?o How was trust important in this activity??

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ACTIVITY 6: TRAFFIC JAM


Activity 6: “TRAFFIC JAM”Guidance

Each team is to break into half. Each half of the team is to stand on either side of the blank square (middle square) and everyone is to face the middle

The goal is for the people on the left to occupy the boards on the right and vice versa, while remaining in the original order

Rules:o You can move into an empty space in front of youo You can move around another person into an empty spaceo You cannot move backwardso Only one person can move at a timeo Only one person can occupy a space at a timeo You cannot move the spaces

Time allowed: 15 minutes to complete the task

TRAFFIC JAM: line continuum debriefDebrief



Discussion questions:o How did you interact?o What roles did the group members play in the process?o Who were the leaders and how were they chosen?o What were the roles of the followers?o How involved was each individual in the completion of this task?o How interested were people? Did it affect outcome?o Communication: how well did the group communicate?o Was planning involved?o How did you feel about trial and error method?

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FULL DEBRIEF


Closing Debrief

Key questions

“What”

o What dynamics did you observe in the activities?o What did you do well?o What do you still need or want to work on?o What roles did you take?

“So what”

o How can we connect the activities to the work that we do together as a group?o Was your role in the activities a typical role for you?o In the activities, you may have felt a certain way. Do you ever feel that way at

work? How do you normally deal with those feelings?o What strengths did you bring to the activities?o What was something you needed from the group in the activities?

“Now what”

o How can you use the learnings at work? What are some obstacles to implementing what you have learned? How can you overcome these obstacles?

o What helped you accomplish your goals? What will you need from others to implement your plan to achieve your objectives?

o If you were to develop a toolbox for work, what would be in there?o Now that you have tackled challenges in activities, what issues will you tackle at

work?

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WRAP UP


Why did we just complete the exercises that we did? How will they help us?

Fight assumptions Try to understand that there are many things we DO NOT know Reiterate the importance of: (1) leadership; (2) external competition; (3)

communication; (4) planning; and (5) execution

Identify strategy options Back in the office in your own teams, think about identifying dynamics on the

5 critical points

Select a strategy for a defined period Allocate a time period that is appropriate for each team

Decide on implementation Use the insights / learnings to develop engagement strategies with one

another, to create memorable and relevant internal experiences that will help move the business forward

To get to the top and stay there, requires a different mindset and different approaches

New mindset required as we move away from managing the business to managing people and internal customer experiences

Greater need for cross-functionality

Judgement is required, not template-thinking

Focus is key – we cannot do everything

Tolerance for change, ambiguity, on-the-job learning – we do not have all the answers!

Documents

THE BLUEPRINT FOR REACHING THE TOP… …AND STAYING THERE! November 2012