“ “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