Transcript Six types of customer

“The greatest danger for most of us is not that
our aim is too high and we miss it, but that it is
too low and we reach it”
Michelangelo
Two types of organisational learning
Adaptive
Generative
Three ways to encourage executive development
Keep organisational layers and structure simple
Encourage cross organisational managerial working
Reward individual high performance
Pearson
Three ‘r’s for optimal organisational performance
Revolution
Renewal
Resilience
Source: Hamel and Valingas
Three areas for CEO impact
Directing actions
setting direction
refining or changing course
Structuring actions
creating the environment within
which the organisation functions
Energising actions
triggering and inspiring performanceoriented, self-renewing behaviour
Three moves needed in any organisation
From perfection to performance
From commanding and controlling to empowering and
energising employees
From producing a product to caring for a customer
Three tensions for change
Profitability
Short term
Whole
vs Growth
vs Long term
vs Parts
Source: Dodd and Favoro
Four factors that determine the success of change
Duration and momentum of the programme
Integrity – ability of the project team to deliver on time
The commitment of top management all affected
Effort over and above the normal the initiative demands
Source: Sirkin et al
Four perspectives for change
The financial perspective
The customer perspective
Process perspective
Learning and growth perspective
Source: Kaplan and Norton
Four pillars for change
Metrics to emphasize new cultural priorities
Processes to integrate the new culture into the organisation
Programmes to build support for cultural change
Structures to create a framework for the new culture
Source: Charan
Four tools for change
Leadership tools
Culture tools
Power tools
Management tools
Source: Christensen et al
Four tasks for a Chief Executive
Focus on most significant stakeholder needs
Deciding what business you are in
Balancing the present and the future
Shaping values and standards
A G Latley
The four stage innovation process
Generating
Conceptualising
Optimizing
Implementing
Source: Basadur and Gelade
The four ‘C’s of a confident organisation
Collaborative – doing things together
Creative – doing things first and better
Controlling – doing things right and the right way
Competent – doing things fast and efficiently
Four parts to the ACES change model
A
C
E
S
ctions
Specific behaviours that contribute to success
larity
Clear objectives leading to real success
nvironment
Factors required to achieve success
kills/knowledge
What people must know and do to achieve success
Excellence depends upon...
Caring more than others think is wise
Risking more than others think is safe
Dreaming more than others think is practical
Expecting more than others think is possible
K Sriram
Four challenges for organisations
Developing rewards, recognition, and career opportunities
for specialists
Creating unified vision in an organisation of specialists
Devising the management structure for an organisation of
task forces
Ensuring the supply, preparation and testing of top
management people
Peter Drucker 1988
Five lessons from effective organisations
Hire happy people
Train your people thoroughly
Treat your people exceedingly well
Seek customer feedback and act upon it
Ensure senior leadership hear directly from the front lines
Source: D Frances
Five parts the POMCE performance model
P
O
M
C
E
lan
rganise
onitor
ontrol
valuate
Five top management requirements for change
Create a sense of urgency
Develop competitor focus and awareness at all levels
Prove employees with the skills needed to be effective
Give time to digest one challenge before launching the next
Establish clear milestones and review mechanisms
Source: Hamel and Prahalad
Five organisational essentials
Mission
Values
Vision
Strategy
Balanced scorecard
Why we exist
What we believe in
How we will behave
What we want to be
What our competitive game
plan will be
How we will monitor and implement
the plan
Five parts to the SARAH change model
S
A
R
A
H
hock
nger
ejection
cceptance
elp
Five key principles at Starbucks
Make it your own
Surprise and delight
Everything matters
Embrace resistance
Leave your mark
Source: Joseph Mitchell
Five things Starbucks wants all staff to be
Welcoming
Genuine
Considerate
Knowledgeable
Involved
Source: Joseph Mitchell
Six ways to counter resistance to change
Education and communication
Facilitation and support
Manipulation and co-optation
Participation and involvement
Negotiation and agreement
Explicit and implicit coercion
Source: John Kotter
Six parts the STEEPLE model for analysing
external macro environment factors
S
T
E
E
P
L
E
ocietal
echnical
conomic
nvironmental
olitical
egal
thical
Six parts the PESTLE model of market testing
P
E
S
T
L
E
olitical
conomic
ocietal
echnical
legal
nvironmental
The Sunday Times 100 criteria
Leadership
My company
My manager
My team
Well being
Belonging
Giving back
Personal growth
Eight ways to develop a culture of
candour and transparency
Tell the truth
Encourage upward truth telling
Reward contrarians
Practice having uncomfortable conversations
Admit mistakes
Go for learning from mistakes not blame
Recruit and support truth tellers
Set information free
From O’Toole and Bennis
Nine attributes of an innovative organisation
Challenge/involvement
Freedom
Trust and openness
Idea time
Playfulness and humour
Conflict
Idea support
Debate
Risk taking
Source: General Electric