Culture Eats Strategy for Lunch

© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 1

Culture Eats Strategy for Lunch Every Day

Strategic Leadership Forum

Ayelet BaronVP, Strategy and Transformation Cisco CanadaNovember 17, 2011Twitter: @ayeletbSlideshare.net: ayeletb

Source: The New How


Implementing strategy is a complex and messy process… It involves People …

Source: The New How


Imagine that everyone in your organization could see into the future …

Imagine that you had the ability to paint the future in distinct colours …

Imagine that these colours would be the colours of autonomy, purpose, mastery and success …

Imagine that everyone in your organization had the same vision – would that vision become reality?

Change from a slideshare.net. Cannot recall the author


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Three years ago there wereNo Smartphones [as we know them today]

Years to Reach 50 millions Users:

Radio: 38 Years

TV: 13 Years

Internet: 4 Years

Facebook: added 100 million users in less than 9 months

iPhone applications: 1 billion in 9 months

Change #1: Adoption

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Change #2 – BYODWe Trust Strangers

PRE MEDIA AGE MASS MEDIA AGESOCIAL MEDIA AGE

Religious Institutions, state, monarchy dictate the agenda

Consumers dictate

Talk face to face

Talk to shop worker

Consumer influence channelsAuthority is declining

Authority is declining

Consult a professional

Readers letters

Phone in; TV / Radio

Talk to shop worker

Talk face to face

Phone call

Professional media dictate http://blogs.cisco.com/

Cons

umer

abi

lity

to p

ublis

h co

nten

t

http://blogs.cisco.com/


“Businesses are no longer the sole creator of a brand; it is now co-created by consumers through shared experiences and defined by the results of online

searches and conversations

… social media has increased the power of the consumer”Brian Solis

Change #3—Social Business


THE RELATIONSHIP IS NO LONGER LINEAR

http://www.flickr.com/photos/timothyschenck/

Social media: Marketing and PR

Social business: People and business processesAgile

Transparent

Authentic

Relationship

Change #3—Social Business


Change #4—Leadership


What Motivates Us?

give me the prestige of a

new title

give me something I want to do

give me $10,000

Change #4—Leadership


The power to draw resources and people when we need them to solve problems and meet challenges

Relationships, not transactions. Surfing a set of flows usually requires deep, enduring, trusted relationships — because flows are like always-on sets of transactions that happen in continuous time, embedded in a social and cultural matrix

Emergence, not planning. Access — the relationships that power flows — can't be engineered, planned, or forced.

Serendipity, not determinism. "Unexpected encounters that surprise and delight" — the upside of getting all the above right

Potential, not "product." When serendipity happens, your potential — your capabilities and capacities — grow

Connected Enterprise Change #5—Transparent Leadership


A new class of company is emerging—one that uses collaborative Web 2.0 technologies intensively to connect the internal efforts of employees and to

extend the organization’s reach to customers, partners, and suppliers

The Networked Enterprise

“…fully networked enterprises are not only more likely to be market leaders or to be

gaining market share but also use management practices that lead to margins higher than those of companies using the

Web in more limited ways.”

Change #5—Transparent Leadership


A massive opportunity to have a different relationship with your customers, partners and employees

Co-creation, crowdsourcing, crowdfundingneilperkin.typepad.com/

http://neilperkin.typepad.com/


We compartmentalize creativityTry to control it, set targets, apply rulesMake it the domain of particular job titlesOr box it into brainstorming sessions

“The longer you work, the more people want to put you in a silo so they can define who you are on their terms – our job is to never let anyone determine who we are by their terms” John Jay

No silosChange #5


Source: The New How



Change Management Framework

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Source: The New How


The most profound changes are those that disappear. They weave themselves into the fabric of everyday life until they are indistinguishable from it

"Over and over again, connecting people with one another is what lasts online. Some folks thought it

was about technology, but it's not.“

Seth Godin


Why Change?

Thank you.

ayeletb

http://www.linkedin.com/in/ayeletbaron

http://www.linkedin.com/in/ayeletbaron


Technology

Culture Eats Strategy for Lunch