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Reward
Recognize
Repeat
Revolutionize
Purpose
Imagination
Strategy
Alignment
The Model
Implement© [email protected]
When all of the people inside an organization
are focused on a clear goal,
the energy is overwhelming
http://www.laurelhighlands.com/rafting/
Robert Frost
“But yield who will to their separation,
My object in living is to unite My
avocation and my vocation As my
two eyes make one in sight. ...”
Reward
Recognize
Repeat
Revolutionize
Purpose
Imagination
Strategy
Alignment
The Model
Implement© [email protected]
Is this a true statement?If you want to keep getting what you
have always gotten, just keep doing
what you have always done.
“The illiterate of the 21st century
will not be those who cannot
read or write; they will be those
who cannot learn, unlearn, and
relearn.” – Alvin Toffler
“Imagination is
more important
than knowledge.
For knowledge is
limited, whereas
imagination
embraces the entire
world, stimulating
progress,
giving birth to
evolution.”Albert Einstein
Where Good Ideas Come From
The Adjacent Possible
Liquid Networks
The Slow Hunch
Serendipity Error Exaptation
PlatformsThe Fourth Quadrant
Where Good Ideas Come From. Johnson, S.. 2010.Video Link
"Success consists of going
from failure to failure without
loss of enthusiasm."
--Winston Churchill
If I had one hour to save the
world, I would spend 55
minutes defining the problem
and only five minutes finding
the solution. –Einstein, Albert.
Define the ChallengeThe define mode is when you unpack and synthesize your
empathy findings into compelling needs and insights, and
scope a specific and meaningful challenge. It is a mode of
“focus” rather than “flaring.” Two goals of the define mode
are to develop a deep understanding of your users and the
design space and, based on that understanding, to come up
with an actionable problem statement: your point of view.
Your point of view should be a guiding statement that
focuses on specific users, and insights and needs that you
uncovered during the empathize mode.
“Creative Confidence”, Tom and David Kelley
1. Start with Empathy
2. Treat Life Like an Experiment
3. Optimistic Collaboration
Charles Darwin on Change?
“It is not the strongest of the species
that survives, nor the most
intelligent that survives. It is the one
that is the most adaptable to
change.”
It is not the critic who counts, not the one who points out
how the strong man stumbled or how the doer of deeds
might have done better. The credit belongs to the man
who is actually in the arena, whose face is marred with
sweat and dust and blood; who strives valiantly; who errs
and comes short again and again; who knows the great
enthusiasms, the great devotions, and spends himself in
a worthy cause; who, if he wins, knows the triumph of
high achievement; and who, if he fails, at least fails while
daring greatly, so that his place shall never be with those
cold and timid souls who know neither victory or defeat. --
President Theodore Roosevelt
Reward
Recognize
Repeat
Revolutionize
Purpose
Imagination
Strategy
Alignment
The Model
Implement© [email protected]
© [email protected]•Donald C. Hambrick, James W. Fredrickson and James W. Frederickson
•The Academy of Management Executive (1993-2005) , Vol. 19, No. 4, Classic Articles from AME (Nov., 2005), pp. 51-62
•Are you sure you have a
strategy?
Decisions are determined
by a simple question:
Is it aligned with our mission, core
values, and guiding principles?
http://mtgostrat.com/2014/01/decision-making-magic/
"It must be borne in mind that the tragedy
of life does not lie in not reaching your
goal. The tragedy lies in having no goal to
reach. It isn’t a calamity to die with
dreams unfulfilled, but it is a calamity not
to dream. It is not a disgrace not to reach
the stars, but it is a disgrace to have no
stars to reach for."
--Benjamin E. Mays
In a 2006 survey of more than 1500
executives by the American Management
Association and the Human Resource
Institute, only 3% of respondents rated
their companies as successful at
executing corporate strategy, while 62%
described their organizations as mediocre
or worse.
Donald C. Hambrick, James W. Fredrickson and James W. Frederickson
The Academy of Management Executive (1993-2005) , Vol. 19, No. 4, Classic Articles from AME (Nov.,
2005), pp. 51-62
Can
You
Predict
the
Future?
Foresight: the central ethic of leadership. Robert Greenleaf
Strategy is…
•36
“What makes you unique and
what is the best way to put that
difference into the minds of
your customers and
prospects”
Strategy drives:
- Competitive direction
- Product Planning
- How to communicate
- What to focus on
On Values, Mission, Vision and Strategy
Values
Mission
Vision
Strategy
Who are
we?
What do
we do?
What do we want
to be when we
grow up?
How will we
get there?
Least
Changing.. to
Most
Most Changing..
to Least
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 9-38
Strategy
•Mission/Vision
• Fundamental
Purpose
• Values
• Envisioned Future
•Objectives/
Measures of
Success
• Growth
• Profitability
• Market Share
• New Markets
• Internal
Capabilities
•Strategy• The integrated,
externally-oriented
concept of how we
will achieve our
objectives
•Strategic Analysis
• Industry analysis
• Customer Trends
• Competitor Analysis
• Internal Assessment
• SWOT or TOWS
•Organization Design
• Structure
• Processes/Systems
• Competencies
• Talent Management
• Culture
•Adapted from: “Are You Sure You Have A Strategy?”; Donald Hambrick &
James Fredrickson; Academy of Management Executive, 2001
Michael Porter – The Six Principles of Strategic
Positioning
• Start with the right goal.
• Enable the company to deliver a
differentiated value proposition.
• The strategy should reflect a distinctive value
chain.
• Robust strategies involve tradeoffs.
• The strategy should define how various
elements of a company fit together.
• The strategy should involve a continuity of
direction. 15-41
Porter: Strategy and The Internet, HBR 2001
Three Circles of the Hedgehog Concept
Source: “Good to Great” by Jim Collins
© [email protected]•15-43
What is strategy?
Strategies are broad overall priorities or directions
adopted by an organization; strategies are choices
about how to best accomplish an organization’s
mission.
Adapted from Peter Drucker
http://www.druckerfoundation.org
© [email protected]•15-44
Strategic Planning is:
a management tool, and like other management
tools, it is used for one purpose only:
to help the organization do a
better job.
Adapted from Peter Drucker
http://www.druckerfoundation.org
© [email protected]•15-45
Strategic Planning is Not:
Strategic Planning does not predict the future and
make decisions which cannot be changed.
Strategic Planning is not a substitute for judgement of
leaders.
Strategic Planning is not always a smooth, predictable
or linear process.
Adapted from Peter Drucker
http://www.druckerfoundation.org
Reward
Recognize
Repeat
Revolutionize
Purpose
Imagination
Strategy
Alignment
The Model
Implement© [email protected]
Visionary
Leaders
Skeptical
Managers
Confused
Employees
Vision,
Mission,
Objectives
Operational Goals
Department Goals
Team Goals
Individual Goals
Organizations in Transition Disconnected
and MisalignedThe Aligned Organization
Long Term
(3-5 yrs)
Short
Term
(3-12
months)
Organizational Alignment
Alig
nm
en
t
Simple Question:
When you work 6 hours
does it feel like 12?
Or when you work
12 hours does it
feel like 6?© [email protected]
“Obsessions of an
Extraordinary Executive”
• Build and maintain a cohesive leadership team
• Create organizational clarity
• Over-communicate organizational clarity
• Reinforce clarity through human resource systems
• Hire people who are hungry, humble and smart
~Lencioni, Patrick
Reward
Recognize
Repeat
Revolutionize
Purpose
Imagination
Strategy
Alignment
The Model
Implement© [email protected]
© [email protected]© Kerry Plemmons and Derek Bennington
What is Execution, Really?
Imagination
Strategy
ExecutionInnovation
Execution is an integrated plan that
takes into account the whole
organization and provides a blueprint,
timelines, clear accountabilities and
metrics, for reshaping and molding
back together
Employee Involvement
Pro
du
ctivity
Directive
Problem Solving
Participative Leadership
Communication/Understanding
Shared Decision Making
“Change is disturbing when it is done to us,
exhilarating when is done by us”
~Rosabeth Moss Kanter
Involvement Increases Commitment
How different would
your world be if
everyone around you
looked for solutions
and
not excuses?
Reward
Recognize
Repeat
Revolutionize
Purpose
Imagination
Strategy
Alignment
The Model
Implement© [email protected]
Most organizations need a revolution.
A kind and gentle revolution to create a strong purpose,
where imagination leads
to strategies that get implemented
Because they align with the organization’s purpose
and individuals are rewarded and recognized.
The Five Principles of Full Enrollment
1. Start with accountability.
2. Get people ready for the change.
3. Begin with the relative top and intact
teams.
4. Establish a process control and keep it
honest.
5. Design for maximum involvement and
creativity.
“Change the Culture, Change the
Game” Connors and Smith
A revolution requires a change of mindset.
http://www.attractionmarketingonline.com/attraction-marketing-success-
changed-mindset/© [email protected]
Build organizations full of self-disciplined
people, provide them with a purpose,
then get out of the way.
-Jim Collinshttp://projectdrela.wordpress.com/2012/02/
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