0
New Business Thinking: Steps To Building A Change Accepting Environment David Carrithers, Vice President of Marketing
The Only Constant 2
<ul><li>The Practical Processes To New Business Thinking: The concept that something new, something better and something n...
<ul><li>The truth in new thinking & ideas within any company – dirty little secrets no one talks about in business managem...
<ul><li>Successful change and new thinking has nothing to do with technology, budget or the best idea. It has everything t...
The Times We Live In “ When there's such a big market move in such a short period of time, there's that element of surpris...
Where Most People Live <ul><li>Milk on the table </li></ul><ul><li>50 mile radius from home & work </li></ul><ul><li>Quali...
Business Thinks The Focus Is On 8
Reality 9 Because Of Changing Environment
The Last 100 Years Steady State CHANGE Steady State Today’s Reality  Head Waters: Always In Change Globalization, Capital,...
Why Is Strategic Idea Development Important? <ul><li>A new business commences operations every minute </li></ul><ul><li>A ...
What This All Means Clarity Around Who You Are  And What Value You Bring To Your Stakeholders 12
<ul><li>New Products or Services </li></ul><ul><li>New Markets, New Sales </li></ul><ul><li>Old Product, Services or Marke...
<ul><li>Past Success </li></ul><ul><li>Current Success </li></ul><ul><li>Hope Things Will Change Back </li></ul><ul><li>Pe...
Reality Is 15 “ People resist it on every level in all sorts of ways and leaders can be the most change resistant of all.”...
<ul><li>People Want A Manageable Work Life </li></ul><ul><li>Consistent Expectations </li></ul><ul><li>Maintain What They ...
<ul><li>Not Everyone Has The Company’s Best Interest At Heart  WIIFM </li></ul><ul><li>What Made You Great In The Past Wil...
Case Study – Successful Change 18 From  To Bugs / Weeds Products 15,000 Dealers Farmer As Hick Stand Alone Brands Customer...
Our Business Structure Is Still 1950’s 19 While Technology Has Changed Our Thinking Around Work Power Structures Are Still...
Most Business Management Styles Are 20 Focused On The Path Of Least Resistance Or Destruction Of The Known New Thinking Re...
Truth In Humor 21
<ul><li>Need Champions Of Change  (Change Agents) </li></ul><ul><li>Need To Support These Champions </li></ul><ul><li>Chan...
<ul><li>Shift From Reactionary New Thinking To Proactive Continual New Thinking & Improvement  </li></ul><ul><li>Culture O...
Case Study – Successful Change 24 From  To Nitrogen / Hydrogen One Of Many Industrial Marketing Raw Development Industry S...
<ul><li>Most Importantly A Focus On Strategic Thinking </li></ul>25 Not The Nuts & Bolts Of It All What Is Needed For A Ne...
Strategic Idea Development 26 Clearly Supports Business Goals & Mission Strategic Relationships  Timing/ Velocity Tools To...
27 <ul><li>MUST HAVE  Clarity Around </li></ul><ul><li>Business Model  Economic Engine </li></ul><ul><li>Be  The Best  In ...
A Story About Ideas 28 “ confidently relied upon, but ends up being ineffective”  The  Maginot Line   New Ideas Are Fleeti...
Why We Must Be Proactive, Strategic & Believe In What We Are Doing 29 We  Must Define, Build and Drive New Business Thinki...
<ul><li>Most new ideas are DOA because there has been no pre-thought or planning – “hey I was thinking” or “lightning bolt...
Remember A Single Change Cannot Fix All Problems 31 Kitty Hawk Theory Of Development They weren’t trying to get 300 people...
Path Of New Thinking? 32
Keep In Mind As You Take The Development Path 33 Keep The End Objective Clear  Prepare For Changes On The Journey
Idea Acceptance Culture 34 TRUST HIGH LEVEL CHAMPION (s) PROACTIVE SPIRIT DEDICATED RESOURCES Strategic Opportunities
Idea Acceptance = Corporate Culture 35 <ul><li>Artifacts & Norms </li></ul><ul><li>i.e.  Mission Statement, etc. </li></ul...
Evaluating Your Environment For Accepting New Ideas 36 Dimension Challenge Freedom Idea Time Idea Support <ul><li>Associat...
37 Dimension Trust & Openness Playfulness & Humor Conflicts Risk Taking <ul><li>Associated Questions </li></ul><ul><li>Do ...
What Is The Foundation Of A Culture Of Ideas Common Goals Commitment To Mutual Gain Organizational Support Mutual Trust Op...
<ul><li>Assessment of current state of business, product, market, area to be impacted </li></ul><ul><li>Velocity – sense o...
<ul><li>Need ongoing forum and venue to talk about new ideas, concepts, changes </li></ul><ul><li>Variety of tools to shar...
Case Study – Successful Change 41 From  To 100% Sales Focus Many Companies No Planning Limited Merch. Focus Product & Mark...
Do Not Be Overwhelmed 42 How Do You Eat An Elephant?   Start With The Tail
Aiming To Hit The Target From Command & Control  To Collaborate & Connect The World Is Flat – T. Friedman   <ul><li>Create...
<ul><li>Map Out All Stakeholders </li></ul><ul><li>Assess The Current Players & Where They Stand </li></ul><ul><li>Meet Wi...
Who Are Stakeholders? CCE Employees Parent Company Parent BB Joint Venture Partner Sentinel JV McGrath Subcontractors Vend...
Idea Blockers A Simple Model : What Is Your Influence?  Wharton Business School, 2007 46 Focus: Critical Mass Not Consensu...
<ul><li>Must be passionate, yet not take criticism personally – thick skinned </li></ul><ul><li>Prolific at communications...
<ul><li>Part sales, part planning, part visionary, part pragmatist, part project manager, part marketing, part operations,...
49 <ul><li>Part: </li></ul><ul><li>Master Networker </li></ul><ul><li>Motivator </li></ul><ul><li>Project Manager </li></u...
50 If there was a family motto for those wanting to impact change and ideas in their companies it would be: “ Assume Nothi...
Needed For Successful Change Agent TRUST <ul><li>Capability : Can Do The JOB </li></ul><ul><li>Communications : Meaningful...
Let’s Compare Styles Of New Thinking Creation 52 <ul><li>Hydroelectric Generation </li></ul><ul><li>Partial Beam Weapons <...
53 <ul><li>The Difference: </li></ul><ul><li>Communication Styles & Skills </li></ul><ul><li>Relationship Style & Skills <...
Maybe A Better Change Agent Example 54 He was capable of comprehending cultures completely alien in spirit to his own.  Ma...
Change, Increased Demands, Limited Resources Strategic Moves & Relationships Grow In Importance 55
What Strategic Relationships Mean To Ideas <ul><li>Could be internal/external  </li></ul><ul><li>More than about a contrac...
Strategic Relationship Breakdown 57 High High Medium Low Potential Benefits High High Medium Low Risk In Relationship Coll...
Case Study – Successful Change 58 From  To Buried Division 100% AMEX Single Product Order Taking Stand Alone Company Joint...
Sustaining Collaborative Idea Relationships <ul><li>Problem Resolution </li></ul><ul><li>Continuous Improvement  </li></ul...
Tools To Help Build Change Accepting Environment <ul><li>Stakeholder View (earlier Centennial example) </li></ul><ul><li>I...
Tools: PICA Model Helps Clear Up Decision Making 61 Gaining Clarity Around Who Authority New Thinking Can Be Managed
Tools: Opportunity Lens Helps Clear Up What Is Critical 62 Gaining Clarity Around What Is Important To The Organization Re...
Tools: Touchstone Keeps Strategic In View  63 Gaining Direction Around What Is Of Strategic Importance Helps Guide New Thi...
Tools: Positioning Paper 64 Brining All The Thinking Into One Document Allows For Control  <ul><li>Brain Dump On Everythin...
Tools: Image To Convey Idea 65 A Picture Is Worth A Thousand Words People Think In Different Ways And Take Information IN ...
<ul><li>Make an appointment (avoid acting in the heat of the moment).  </li></ul><ul><li>Share all relevant information – ...
<ul><li>Test Assumptions and Inferences  </li></ul><ul><ul><li>Assume means considering something true without verifying i...
<ul><li>Be Specific – Use Examples  </li></ul><ul><ul><li>Specific examples generate valid information because they enable...
<ul><li>Jointly Design Ways to Test Disagreements and Solutions  </li></ul><ul><ul><li>Agreement on the process and who wi...
<ul><li>All Members Are Expected to Participate in All Phases of Group Process </li></ul><ul><ul><li>In order for the grou...
Case Study – Failed Change 71 From  To Nonprofit Mentality Limited Revenue Stream Unprofessional Order Taking Retail Envir...
Case Study – In Progress Change 72 From  To Stealth Operational Only 100% Federal Single Offering - JOC Proactive Brand Ma...
Elements Of Successful Strategic Idea Development Focus A common vision for the relationship, with agreed strategies and a...
A Final Challenge To All Of You 74 MADE IT! Many live and guide their lives by fear of failure or fear of the unknown.  Br...
Recommended Reading To Help  <ul><li>The Art Of The Long View by Peter Schwartz  </li></ul><ul><li>The Power of a Positive...
Recommended Websites <ul><li>www.jimcollins.com   </li></ul><ul><li>http://www.theheartofchange.com/  Click on Change Insi...
Closing Quotes 77 “ And in an era when more and more work is done long distance by e-mail or by phone relationship buildin...
The Right Message Early   <ul><li>Strategic Direction & Relationships – Blurred Bonds </li></ul><ul><li>Change Comes From ...
Thinking Differently: Attracting A Team To Drive Change  Must Build Integrated Communities Of Cooperation & Collaboration ...
Thank You For Your Time David Carrithers, VP Marketing Centennial Contractors 8500 Leesburg Pike Suite 500 Vienna, VA 2218...
Upcoming SlideShare
Loading in...5
×

Shaping New Business Thinking SMPS 2007

442

Published on

A class given at SMPS on building a culture at a company that allows new thinking, new ideas.

Published in: Business, Technology
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
442
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
30
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Transcript of "Shaping New Business Thinking SMPS 2007"

  1. 1. New Business Thinking: Steps To Building A Change Accepting Environment David Carrithers, Vice President of Marketing
  2. 2. The Only Constant 2
  3. 3. <ul><li>The Practical Processes To New Business Thinking: The concept that something new, something better and something necessary within a business will win out in the end is a large misconception many business have. </li></ul><ul><li>Most leaders of companies (no matter the size) believe that everyone within their organization is looking out for and embracing new thinking, new opportunities. This naive thinking leads to the loss of many potentially powerful new opportunities – whether a new product, new business development, new market or new business relationship. </li></ul><ul><li>Today will provide insight and practical tools to help new thinking survive the “white blood cells” of any organization. </li></ul>Our Time Together Today 3
  4. 4. <ul><li>The truth in new thinking & ideas within any company – dirty little secrets no one talks about in business management and change management </li></ul><ul><li>What motivates “no change needed” thinking and how to address it at the out set, allowing new thinking to be born and thrive </li></ul><ul><li>Processes and tools for managing new ideas, opportunities and challenges – practical and simple tools that can be used to define, determine and process new opportunities </li></ul><ul><li>Why change management, idea management is critical to any organization </li></ul><ul><li>Case examples of both successful and failed new development. </li></ul>4 Our Time Together Today
  5. 5. <ul><li>Successful change and new thinking has nothing to do with technology, budget or the best idea. It has everything to do with communications, planning, timing and relationships. </li></ul>My Challenge To You 5 Building A Change Accepting Environment Is Not About Creativity, It Is About Strategic Relationships & Gaining Acceptance To Open Thinking
  6. 6. The Times We Live In “ When there's such a big market move in such a short period of time, there's that element of surprise and confusion.”     Teruhisa Ishikawa, Mizuho Investors Securities, Feb 2007 6
  7. 7. Where Most People Live <ul><li>Milk on the table </li></ul><ul><li>50 mile radius from home & work </li></ul><ul><li>Quality time with family & friends </li></ul>7
  8. 8. Business Thinks The Focus Is On 8
  9. 9. Reality 9 Because Of Changing Environment
  10. 10. The Last 100 Years Steady State CHANGE Steady State Today’s Reality Head Waters: Always In Change Globalization, Capital, Technology 10
  11. 11. Why Is Strategic Idea Development Important? <ul><li>A new business commences operations every minute </li></ul><ul><li>A business files bankruptcy every 8 minutes </li></ul><ul><li>A business ceases operations every 3 minutes </li></ul><ul><li>A judgment is filed against a business every 14 seconds </li></ul><ul><li>A business name change happens every 2 minutes </li></ul><ul><li>A business ownership change happens every 4 hours </li></ul><ul><li>A business’s risk profile changes every minute </li></ul><ul><li>… world of constant change and challenges (opportunities) </li></ul>Source: Dun and Bradstreet 2006 11
  12. 12. What This All Means Clarity Around Who You Are And What Value You Bring To Your Stakeholders 12
  13. 13. <ul><li>New Products or Services </li></ul><ul><li>New Markets, New Sales </li></ul><ul><li>Old Product, Services or Market Revitalization </li></ul><ul><li>New Management and/or Management Changes </li></ul><ul><li>Partnering/Joint Ventures/Mergers </li></ul><ul><li>Competitive Situations </li></ul><ul><li>Performance Issues </li></ul><ul><li>New Technologies </li></ul><ul><li>Personal Health </li></ul><ul><li>Government Actions </li></ul>When Is New Thinking Called Upon? 13 90% of New Thinking Demands Come From Reactionary Situations
  14. 14. <ul><li>Past Success </li></ul><ul><li>Current Success </li></ul><ul><li>Hope Things Will Change Back </li></ul><ul><li>People’s Emotions </li></ul><ul><li>Poor Understanding </li></ul><ul><li>Lack of Communications </li></ul><ul><li>Culture of the Organization </li></ul><ul><li>Strong Personalities </li></ul><ul><li>Not Broke Why Fix It </li></ul><ul><li>Power Struggle Issues </li></ul><ul><li>Too Much Internal Competition </li></ul>What Hinders New Thinking? 14 New Thinking Dies Because Of People Fearing Change Corp White Blood Cells
  15. 15. Reality Is 15 “ People resist it on every level in all sorts of ways and leaders can be the most change resistant of all.” - John Kotter, Harvard Business School “ Change is an emotional process.” - Garrison Wynn
  16. 16. <ul><li>People Want A Manageable Work Life </li></ul><ul><li>Consistent Expectations </li></ul><ul><li>Maintain What They Have </li></ul><ul><li>Do What They Can To Survive Day To Day </li></ul>Reality Is 16 www.despair.com
  17. 17. <ul><li>Not Everyone Has The Company’s Best Interest At Heart WIIFM </li></ul><ul><li>What Made You Great In The Past Will Most Likely Not Make You Great In The Future WIIFM </li></ul><ul><li>People Do What Is In Their Self Interest And Supports Their Perceived Power Source WIIFM </li></ul>The Truth Might Be More Like 17 What’s In It For Me? WIIFM # Of Tiles = Power
  18. 18. Case Study – Successful Change 18 From To Bugs / Weeds Products 15,000 Dealers Farmer As Hick Stand Alone Brands Customer Crops Agri-Centers MBA Farmers Combined Brands Keys To Change: Leadership had vision based on a desire to set the company and brand apart; operations/product management/ marcom collapsed silos; prevalent strategic thinking and planning; timing was everything – sized the moment; over communicated internal and external Results: 35% Market Share in Soybean and Corn markets, combined all ag products together, moved from number five to number two in industry in three years
  19. 19. Our Business Structure Is Still 1950’s 19 While Technology Has Changed Our Thinking Around Work Power Structures Are Still Turn Of The Century New Thinking Will Challenge All Status Quo Power Structures
  20. 20. Most Business Management Styles Are 20 Focused On The Path Of Least Resistance Or Destruction Of The Known New Thinking Requires More Brain Effort Vs. The Status Quo
  21. 21. Truth In Humor 21
  22. 22. <ul><li>Need Champions Of Change (Change Agents) </li></ul><ul><li>Need To Support These Champions </li></ul><ul><li>Change Acceptance Starts At The Top – It MUST </li></ul><ul><li>It Is All About Relationship, Awareness & Expectation Building </li></ul><ul><li>Predetermined & Agreed To Processes For New Thinking </li></ul>What Is Needed For A New Thinking Culture? 22 “ 70% of a businesses value is in their intellectual property (IP) and unrecognized” – Alan Greenspan
  23. 23. <ul><li>Shift From Reactionary New Thinking To Proactive Continual New Thinking & Improvement </li></ul><ul><li>Culture Of Change Acceptance – Not Looked At As A Pain But As Key Elements Of Sustainable Success </li></ul><ul><li>The Right Brains, Vision and Spirit </li></ul><ul><li>Do Not Attack The Past Instead Focus On The Future </li></ul><ul><li>Share Information, Insights, Thoughts – The More You Give The More People Will Start To Think Differently & Accept </li></ul>23 What Is Needed For A New Thinking Culture?
  24. 24. Case Study – Successful Change 24 From To Nitrogen / Hydrogen One Of Many Industrial Marketing Raw Development Industry Segments MegaSys – Single Source Brand & Strategic Marketing Targeted Technologies Keys To Change: Leadership changes in key roles; realized growth would come from a market focus not just operational efficiency; clear goal to be global leader in gases and gas technologies; customers demanded more than just solid delivery Results: Number one gases company in the world, 25% growth in new markets, acquired number one competitor, steady returns, high level of employee satisfaction
  25. 25. <ul><li>Most Importantly A Focus On Strategic Thinking </li></ul>25 Not The Nuts & Bolts Of It All What Is Needed For A New Thinking Culture?
  26. 26. Strategic Idea Development 26 Clearly Supports Business Goals & Mission Strategic Relationships Timing/ Velocity Tools To Build Awareness, Understanding & Support Environment Prepared To Accept Change
  27. 27. 27 <ul><li>MUST HAVE Clarity Around </li></ul><ul><li>Business Model Economic Engine </li></ul><ul><li>Be The Best In The World At </li></ul><ul><li>Passion Of The Leaders </li></ul><ul><li>Opportunity Lens Idea Processes </li></ul><ul><li>Transformation Rules </li></ul><ul><li>Get BUY-IN </li></ul><ul><li>Empower OTHERS </li></ul><ul><li>Produce WINS </li></ul><ul><li>Do not BACK OFF </li></ul><ul><li>Rewards positive BEHAVIORS </li></ul><ul><li>John Kotter, Harvard </li></ul>Strategic Idea Development
  28. 28. A Story About Ideas 28 “ confidently relied upon, but ends up being ineffective” The Maginot Line New Ideas Are Fleeting, Not About Perfection – The World Moves On
  29. 29. Why We Must Be Proactive, Strategic & Believe In What We Are Doing 29 We Must Define, Build and Drive New Business Thinking & Build Cultures Of Idea Acceptance! No One Asked For a Mini Van No One Understood The Value Of A FAX Machine Only One Guy Believed There Was A Market For Instant Copies Federal Express Model Failed Grad. School
  30. 30. <ul><li>Most new ideas are DOA because there has been no pre-thought or planning – “hey I was thinking” or “lightning bolts” </li></ul><ul><li>New ideas are usually brought for review before those who will be impacted the most, creating a breakdown in review and questionable objectivity </li></ul><ul><li>Research is about what was and what is, rarely what might be – it is a look back via snapshots </li></ul><ul><li>“Must be built here” thinking is deadly to advancement </li></ul><ul><li>Big group brainstorms do not generate big thinking results – Consensus Kills </li></ul>Dirty Little Secrets Of Idea Creation 30
  31. 31. Remember A Single Change Cannot Fix All Problems 31 Kitty Hawk Theory Of Development They weren’t trying to get 300 people to Chicago and provide a warm meal in flight As you develop new ideas people will try and fix all the ills of the past with one attempt Keep it focused on your objectives of the effort
  32. 32. Path Of New Thinking? 32
  33. 33. Keep In Mind As You Take The Development Path 33 Keep The End Objective Clear Prepare For Changes On The Journey
  34. 34. Idea Acceptance Culture 34 TRUST HIGH LEVEL CHAMPION (s) PROACTIVE SPIRIT DEDICATED RESOURCES Strategic Opportunities
  35. 35. Idea Acceptance = Corporate Culture 35 <ul><li>Artifacts & Norms </li></ul><ul><li>i.e. Mission Statement, etc. </li></ul>Described By Organization Members As Culture Taken For Granted Culture Is Below The Surface: Understand The Reality At All Times BEHAVIOR ORGANZATION BELIEFS & VALUES BASIC ASSUMPTIONS
  36. 36. Evaluating Your Environment For Accepting New Ideas 36 Dimension Challenge Freedom Idea Time Idea Support <ul><li>Associated Questions </li></ul><ul><li>How challenged am I? </li></ul><ul><li>How emotionally involved in the success of the organization am I? </li></ul><ul><li>How committed to the work am I? </li></ul><ul><li>How much autonomy do I have to do my job? </li></ul><ul><li>Do we have sufficient time to think about the consequences of a series of ideas? </li></ul><ul><li>Do we have some resources available to try new ideas? </li></ul>Center of Creative Studies SUNY Buffalo
  37. 37. 37 Dimension Trust & Openness Playfulness & Humor Conflicts Risk Taking <ul><li>Associated Questions </li></ul><ul><li>Do we feel safe in offering our opinions? </li></ul><ul><li>Are different points of view valued? </li></ul><ul><li>How relaxed is the workplace? </li></ul><ul><li>Is it acceptable to have fun at work? </li></ul><ul><li>To what level do people engage in interactions that are fraught with conflict? </li></ul><ul><li>To what level does the organization support risk taking and accept failure as a part of the process? </li></ul>Center of Creative Studies SUNY Buffalo Evaluating Your Environment For Accepting New Ideas
  38. 38. What Is The Foundation Of A Culture Of Ideas Common Goals Commitment To Mutual Gain Organizational Support Mutual Trust Open Communication 38 Strategic Relationships Internal/External
  39. 39. <ul><li>Assessment of current state of business, product, market, area to be impacted </li></ul><ul><li>Velocity – sense of movement forward tied with urgency </li></ul><ul><li>Alignment with company, product, division goals </li></ul><ul><li>Assess stakeholders (who are they) </li></ul><ul><li>Gain support and alignment with high level management team (the highest level) </li></ul><ul><li>Build a cross functional team of different level people looking to make a difference – break from the pack (maybe incentive on thinking) </li></ul>Steps To Bring Successful New Thinking Forward 39
  40. 40. <ul><li>Need ongoing forum and venue to talk about new ideas, concepts, changes </li></ul><ul><li>Variety of tools to share thinking and encourage dialog and support – reduce concern or contempt </li></ul><ul><li>Clear vision and understanding of new idea and change needed </li></ul><ul><li>Relinquish power to others as idea takes shape </li></ul><ul><li>Target digestible chunks – building wins over time </li></ul><ul><li>Consistent focus and movement forward </li></ul>40 Steps To Bring Successful New Thinking Forward
  41. 41. Case Study – Successful Change 41 From To 100% Sales Focus Many Companies No Planning Limited Merch. Focus Product & Markets Single Customer Source Business & Strategic Planning New Product Every 3 Months Keys To Change: Market shift and loss of revenue forced new thinking; right leaders at the right time; processes in place to bring new ideas forward Results: Shift from a cash strapped model to a cash flush one, ability to recapture old and new customers (60% of growth from new customers), regained market leadership
  42. 42. Do Not Be Overwhelmed 42 How Do You Eat An Elephant? Start With The Tail
  43. 43. Aiming To Hit The Target From Command & Control To Collaborate & Connect The World Is Flat – T. Friedman <ul><li>Create Focus </li></ul><ul><li>Thinking </li></ul><ul><li>Opportunity Lens </li></ul><ul><li>Planning </li></ul>43
  44. 44. <ul><li>Map Out All Stakeholders </li></ul><ul><li>Assess The Current Players & Where They Stand </li></ul><ul><li>Meet With Upper Management To Consult With Them – Ask Lots Of Questions, NO DEBATE </li></ul><ul><li>Craft A ROUGH Process For Managing Change Activities, New Ideas, etc. Include: </li></ul><ul><ul><ul><li>Process Map </li></ul></ul></ul><ul><ul><ul><li>Sample of How Things Will Be Communicated, Like Positioning Documents </li></ul></ul></ul><ul><li>Carry Out An Assessment Of Authority & Decision Making (i.e. Who Owns What In Authority – PICA) </li></ul><ul><li>Craft A Stump Speech & Presentation On Need For New Ideas </li></ul><ul><li>Gain Buy In By Uppers – AND Build A Core Team – All Different Levels – Title Means Nothing </li></ul>Stage One: Building An Idea Accepting Environment 44
  45. 45. Who Are Stakeholders? CCE Employees Parent Company Parent BB Joint Venture Partner Sentinel JV McGrath Subcontractors Vendors Shareholders Customers End users Communities JV Employees Joint Marketing Partners Construction Industry Associations University Interns Via Programs Taxpayers Alaskan Native Tribes Subcontractor Employees Competition Government Orgs: OSHA Family 45
  46. 46. Idea Blockers A Simple Model : What Is Your Influence? Wharton Business School, 2007 46 Focus: Critical Mass Not Consensus Do You Trust Them? Adversary Bedfellow Opponent Ally YES NO Yes No TRUST AGREEMENT ?
  47. 47. <ul><li>Must be passionate, yet not take criticism personally – thick skinned </li></ul><ul><li>Prolific at communications (written & verbal) </li></ul><ul><li>Do not care about recognition for the idea, let the team receive the praise </li></ul><ul><li>Make sure as you move into this role you are aligned with your top management – and make sure your risk/reward is tied to performance results </li></ul><ul><li>Sense of humor a plus, must be motivated from within </li></ul><ul><li>Open, transparent and accessible </li></ul>So You Want To Be A Change Agent 47
  48. 48. <ul><li>Part sales, part planning, part visionary, part pragmatist, part project manager, part marketing, part operations, part legal – mixed bag of tricks </li></ul><ul><li>Creative at packaging ideas </li></ul><ul><li>Excellent at listening and bringing thinking forward based on organizational goals and individual preferences </li></ul><ul><li>Ability to create a realistic sense of urgency that is accepted by all areas of a business </li></ul><ul><li>Seen as a collaborator not a competitor (internal/external) </li></ul>48 So You Want To Be A Change Agent
  49. 49. 49 <ul><li>Part: </li></ul><ul><li>Master Networker </li></ul><ul><li>Motivator </li></ul><ul><li>Project Manager </li></ul><ul><li>Challenge Lover </li></ul><ul><li>Storyteller </li></ul><ul><li>Positive Spirit </li></ul><ul><li>Realist </li></ul><ul><li>Problem Solver </li></ul><ul><li>Writer </li></ul><ul><li>Fence Mender </li></ul><ul><li>Trusted Advisor </li></ul>So You Want To Be A Change Agent
  50. 50. 50 If there was a family motto for those wanting to impact change and ideas in their companies it would be: “ Assume Nothing” So You Want To Be A Change Agent
  51. 51. Needed For Successful Change Agent TRUST <ul><li>Capability : Can Do The JOB </li></ul><ul><li>Communications : Meaningful & Timely </li></ul><ul><li>Responsiveness : Understands, Anticipate, Mobilize, Deliver </li></ul><ul><li>Predictability : Set & Meet Expectations, No Surprises </li></ul><ul><li>Compatibility : Cultural Fit, Business Understanding </li></ul><ul><li>Dependability : Certain About Behavior In Uncertain Times </li></ul><ul><li>Mutuality : Common Goals, Individuals Win Because The Team Wins </li></ul><ul><li>Congruency : Perception & Reality Are Aligned & Matched </li></ul><ul><li>Consistency : Standards Are Deployed, Process Thinking Is Evident </li></ul><ul><li>Reputation : Personal Experience, Word Of Mouth, Press, References </li></ul>Primary Ingredients 51 Delivers Results Transparency Ethical Listens Trust Drivers
  52. 52. Let’s Compare Styles Of New Thinking Creation 52 <ul><li>Hydroelectric Generation </li></ul><ul><li>Partial Beam Weapons </li></ul><ul><li>Microwave Communications </li></ul><ul><li>Satellite Technology </li></ul>Thomas A. Edison Nicola Tesla <ul><li>Inventor/Business Person </li></ul><ul><li>Electric light </li></ul><ul><li>Phonograph </li></ul><ul><li>Motion Pictures </li></ul><ul><li>Thousands of Patents </li></ul><ul><li>General Electric </li></ul>Extrovert, Passionate, Force Of Nature, Disheveled, Salesman, Connected To Powerful People, Funded & Supported Both Brilliant Both Ambitious Both Creative <ul><li>AC/DC Current </li></ul><ul><li>Wireless Radio </li></ul><ul><li>Gyroscope </li></ul><ul><li>Thousands of Patents </li></ul>Inventor/Business Person Introvert, Passionate, Refined, Controlled, Neat Freak, Visionary, Unwilling To Bend To People, Under Funded & Supported
  53. 53. 53 <ul><li>The Difference: </li></ul><ul><li>Communication Styles & Skills </li></ul><ul><li>Relationship Style & Skills </li></ul><ul><li>Promotion & Sales Skills </li></ul><ul><li>Connects To People Not Just Ideas, Leadership </li></ul><ul><li>Not Abstract, Down To Earth Personality </li></ul>
  54. 54. Maybe A Better Change Agent Example 54 He was capable of comprehending cultures completely alien in spirit to his own. Marco Polo <ul><li>Savvy To The Way Of People </li></ul><ul><li>Listened </li></ul><ul><li>Captured The Imagination </li></ul><ul><li>Trusted By Whom He Served </li></ul><ul><li>Able To Deliver </li></ul><ul><li>Was Open To The Reality </li></ul><ul><li>Shared All He Knew </li></ul><ul><li>Communicator </li></ul><ul><li>Approachable </li></ul>&quot;I have only told the half of what I saw!&quot;
  55. 55. Change, Increased Demands, Limited Resources Strategic Moves & Relationships Grow In Importance 55
  56. 56. What Strategic Relationships Mean To Ideas <ul><li>Could be internal/external </li></ul><ul><li>More than about a contract or silo </li></ul><ul><li>Not sure when, where or how </li></ul><ul><li>All about the why and who </li></ul><ul><li>Shared values, beliefs and mission </li></ul><ul><li>Hard to tell start and end point </li></ul><ul><li>Not a 1 to 1 ratio; 1+1 could = 233 </li></ul><ul><li>Greater chance at succeeding with </li></ul><ul><li>Reality check when needed </li></ul><ul><li>Not alone in the quest </li></ul>56 Requires A Shared Vision & Values Focused Forward Willingness Of Change Agent To Relinquish All Recognition & Power
  57. 57. Strategic Relationship Breakdown 57 High High Medium Low Potential Benefits High High Medium Low Risk In Relationship Collaborative Accommodation Cooperation Conflict, Bargaining Nature Of The Relationship High Low Low Low Investments In The Relationship High High Low Low Trust High Medium Low Low Concern For Other Party Long term Long term Long Term Short term Time Horizon Strategic Relationship Limited Partnership Functional Relationship Transactional Exchange
  58. 58. Case Study – Successful Change 58 From To Buried Division 100% AMEX Single Product Order Taking Stand Alone Company Joint Venture Full Line Of Offering Solutions Consulting Keys To Change: Previous failed attempts over three years; flawed research; patent infringement; unsanctioned development efforts; shift in MasterCard leadership Results: Successfully launched within 3 months new 120 person company with 10,000 customers and over $400M in sales year one, now most successful stored value card provider in the industry with patented technology
  59. 59. Sustaining Collaborative Idea Relationships <ul><li>Problem Resolution </li></ul><ul><li>Continuous Improvement </li></ul><ul><li>Regular Reviews To Evaluate Processes </li></ul><ul><li>Communication Between Executives & Team </li></ul><ul><li>Top Management Support </li></ul><ul><li>Dealing with problems, issues or concerns </li></ul><ul><li>Cooperation between external and internal personnel </li></ul><ul><li>Response to issues/problems before becomes personal </li></ul><ul><li>Persistent leadership – “walk the talk”, consistent emphasis on collaboration for problem solving, reward initial disagreements, reward adhering to principles of problem-solving, everyone celebrates in successes, public praise – private mentoring </li></ul>59
  60. 60. Tools To Help Build Change Accepting Environment <ul><li>Stakeholder View (earlier Centennial example) </li></ul><ul><li>Influence Grid (earlier example) </li></ul><ul><li>PICA Model – Perform, Inform, Consent & Authorize </li></ul><ul><li>Opportunity Lens </li></ul><ul><li>Touchstone </li></ul><ul><li>Positioning Document </li></ul><ul><li>Craft A Visual Presentation Or Single Page On Idea </li></ul><ul><li>Decision Making/Conflict Resolution Process </li></ul><ul><li>Ground Rules For Interaction & Discussion </li></ul>60
  61. 61. Tools: PICA Model Helps Clear Up Decision Making 61 Gaining Clarity Around Who Authority New Thinking Can Be Managed
  62. 62. Tools: Opportunity Lens Helps Clear Up What Is Critical 62 Gaining Clarity Around What Is Important To The Organization Reduces Stress Around “Being Cowboys” Spend Time With Key Management Building A Lens That New Thinking Will Be Filtered Through Do Not Make It Overwhelming – One Page Maximum Keep It Strategic
  63. 63. Tools: Touchstone Keeps Strategic In View 63 Gaining Direction Around What Is Of Strategic Importance Helps Guide New Thinking Efforts This allows for all the key strategic thinking and important elements to be in one place. Make it available to everyone in the company. Return to it as things are developed over time.
  64. 64. Tools: Positioning Paper 64 Brining All The Thinking Into One Document Allows For Control <ul><li>Brain Dump On Everything Around A New Idea, New Product, New Market, Change Effort </li></ul><ul><li>Should Be As Long As Needed </li></ul><ul><li>Include: </li></ul><ul><li>Background </li></ul><ul><li>Mission </li></ul><ul><li>Ideas Definition </li></ul><ul><li>Goals </li></ul><ul><li>Overview </li></ul><ul><li>Market Impact </li></ul><ul><li>Risks </li></ul><ul><li>Features/Benefits </li></ul><ul><li>Competition </li></ul><ul><li>Roll Out Concepts </li></ul><ul><li>Impact On The Business </li></ul>
  65. 65. Tools: Image To Convey Idea 65 A Picture Is Worth A Thousand Words People Think In Different Ways And Take Information IN In Many Different Ways Come Up With A Visual That Makes Them Stop And Think Reinforce The Underlying Thinking In Other Ways As Well
  66. 66. <ul><li>Make an appointment (avoid acting in the heat of the moment). </li></ul><ul><li>Share all relevant information – facts/feelings, clarify and misinformation. </li></ul><ul><li>Agree that issue/conflict exists, discuss the situation thoroughly, define the issue and write it down. </li></ul><ul><li>Identify any other person(s) involved or information needed before discussion. </li></ul><ul><li>Identify each party’s interests, recognizing that some personal (rather than organizational/professional) interests may be involved. </li></ul><ul><li>Establish and agree upon prioritized alternative Evaluation Criteria (how will we know what is the best solution? Use Vision elements, Core Ideology, other conditions specific to the issue). </li></ul><ul><li>Thoroughly discuss the issue and all interests – use active listening, empathy. </li></ul><ul><li>Jointly develop solution alternatives that meet the most interests of all parties. </li></ul><ul><li>Evaluate alternatives using agreed upon criteria. </li></ul><ul><li>Agree on best alternative that satisfies most interests for each party involved. </li></ul><ul><li>If disagreement persists, jointly design ways to test disagreement – who will participate, what additional information is needed, what process will be used, what questions will be asked, how will information be collected and evaluated? </li></ul><ul><li>If still no resolution, escalate to the next higher level. </li></ul><ul><li>When solution is reached, implement and follow up to ensure all involved know the outcome. </li></ul>Tools: Decision Making/ Conflict Resolution Process 66 AEGIS Building Concepts, Carl DeVilbiss
  67. 67. <ul><li>Test Assumptions and Inferences </li></ul><ul><ul><li>Assume means considering something true without verifying it. Infer means drawing conclusions about what you don’t know, based on what you do know. </li></ul></ul><ul><ul><li>Before reacting to something or making a decision based on something assumed or inferred, ask whether the assumption or inference is correct. </li></ul></ul><ul><li>Share all relevant information </li></ul><ul><ul><li>Each group member shares all the information she or he has that influences an issue. </li></ul></ul><ul><ul><li>Group members’ feelings are relevant information to be shared. </li></ul></ul><ul><li>Focus on Interests, not Positions </li></ul><ul><ul><li>The best solution to an issue is the one that meets all group members’ interests. If a members’ interests are not met, she or he will find it hard to be internally committed to the choice. </li></ul></ul><ul><ul><li>Positions can be in conflict even when interests are compatible. </li></ul></ul><ul><ul><li>Identify all members’ interests before generating possible solutions. </li></ul></ul>Tools: Ground Rules 67 AEGIS Building Concepts, Carl DeVilbiss
  68. 68. <ul><li>Be Specific – Use Examples </li></ul><ul><ul><li>Specific examples generate valid information because they enable other members to validate it independently. </li></ul></ul><ul><li>Agree on what Important Words Mean </li></ul><ul><ul><li>When a word is used for the first time, check that it means the same to all group members. </li></ul></ul><ul><li>Explain the Reasons Behind One’s Statements, Questions, or Actions </li></ul><ul><ul><li>Tell others why you are doing something so they can interpret your behaviors properly. </li></ul></ul><ul><li>Disagree Openly with Any Member of the Group </li></ul><ul><ul><li>Disagreeing openly is consistent with valid information. </li></ul></ul><ul><li>Make Statements, Then Invite Questions and Comments </li></ul><ul><ul><li>This means expressing one’s point of view (including reasons for it) and then asking others to respond, including whether they agree or disagree. </li></ul></ul><ul><ul><li>Promotes dialogue as opposed to serial monologue. </li></ul></ul>68 AEGIS Building Concepts, Carl DeVilbiss Tools: Ground Rules
  69. 69. <ul><li>Jointly Design Ways to Test Disagreements and Solutions </li></ul><ul><ul><li>Agreement on the process and who will conduct it, etc. </li></ul></ul><ul><ul><li>Who is to be consulted? </li></ul></ul><ul><ul><li>What questions will be asked? </li></ul></ul><ul><ul><li>What data is relevant? </li></ul></ul><ul><ul><li>How will data be collected and analyzed? </li></ul></ul><ul><li>Discuss Undiscussable Issues </li></ul><ul><ul><li>Undiscussable issues are issues relevant to group function that members avoid discussing for fear of negative consequences. </li></ul></ul><ul><li>Keep the Discussion Focused </li></ul><ul><ul><li>Ensure that members are discussing relevant issues, everyone is focused on the same issue, and everyone fully understands the issue. </li></ul></ul><ul><ul><li>Discuss an issue until everyone understands it before moving to possible solutions. </li></ul></ul><ul><li>Do Not Take Cheap Shots or Otherwise Distract the Group </li></ul><ul><ul><li>A cheap shot is a witty or snide remark that shames or insults someone. Cheap shots leave the target feeling bad and wondering about the cause or planning for retaliation. </li></ul></ul>69 AEGIS Building Concepts, Carl DeVilbiss Tools: Ground Rules
  70. 70. <ul><li>All Members Are Expected to Participate in All Phases of Group Process </li></ul><ul><ul><li>In order for the group to benefit most from each member’s viewpoint, all must contribute to the extent they have relevant information. </li></ul></ul><ul><li>Exchange Relevant Information with Non-group Members </li></ul><ul><ul><li>The group may need to interact with people outside the group to gather relevant information. </li></ul></ul><ul><ul><li>Group members should use the ground rules when working with non-group members. </li></ul></ul><ul><li>Make Decisions by Consensus </li></ul><ul><ul><li>Everyone in the group freely agrees with the decision and will personally support it. </li></ul></ul><ul><li>Do Self-Critiques </li></ul><ul><ul><li>What ground rules did we use well? </li></ul></ul><ul><ul><li>What ground rules do we need to improve on? </li></ul></ul><ul><ul><li>Exactly what will we do differently next time? </li></ul></ul>70 AEGIS Building Concepts, Carl DeVilbiss Tools: Ground Rules
  71. 71. Case Study – Failed Change 71 From To Nonprofit Mentality Limited Revenue Stream Unprofessional Order Taking Retail Environment Multi Streams & Offerings Well Organized Leader Solutions Consulting Drivers To Failure: Business model was not well understood; unskilled or committed resources; aggressive and premeditated attacks and employees not committed; change didn’t happen fast enough; lack of industry support Results: Business was shut down, assets sold off, all charities were taken care of but 200 people lost jobs and vision of a unique business was lost
  72. 72. Case Study – In Progress Change 72 From To Stealth Operational Only 100% Federal Single Offering - JOC Proactive Brand Marketing & Sales 50/50 Fed/ Non-Fed Performance-based Key To Change: Sold from private owner to public international corporation; shift in Federal marketplace loss of market share; requirement to grow business nationally Results To Date: Early indicators are positive, 50% of business now non-Federal and 20% in new offerings, successful launch of evolved branding, salesforce in place
  73. 73. Elements Of Successful Strategic Idea Development Focus A common vision for the relationship, with agreed strategies and activities Trust Open communication and disclosure of business drivers Performance Continuous improvement towards agreed targets People Clearly defined roles and responsibilities Proactive Anticipating business needs and providing creative solutions Profit at Risk Establishing real metrics to drive behavior for all involved 73
  74. 74. A Final Challenge To All Of You 74 MADE IT! Many live and guide their lives by fear of failure or fear of the unknown. Break this path and thinking – reach out and do what you have been thinking. Have a conversation with your boss, or a peer, or someone you respect, (even a perceived enemy) and talk about what could be. Do what scares you the most – you will learn a great deal more and grow as a person.
  75. 75. Recommended Reading To Help <ul><li>The Art Of The Long View by Peter Schwartz </li></ul><ul><li>The Power of a Positive No: How to Say No and Still Get to Yes by William Ury </li></ul><ul><li>Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant by W. Chan Kim and Renée Mauborgne </li></ul><ul><li>The Soul of a Business: Managing For Profit And The Common Good by Tom Chappell </li></ul><ul><li>Good to Great: Why Some Companies Make the Leap... and Others Don't by Jim Collins </li></ul><ul><li>Our Iceberg Is Melting: Changing and Succeeding Under Any Conditions by John Kotter </li></ul><ul><li>The Trusted Advisor by David Maister & Rob Galford </li></ul>75
  76. 76. Recommended Websites <ul><li>www.jimcollins.com </li></ul><ul><li>http://www.theheartofchange.com/ Click on Change Insight Tool in upper corner </li></ul><ul><li>http://www.blueoceanstrategy.com/ </li></ul><ul><li>www.ouricebergismelting.com </li></ul><ul><li>http://www.advisorteam.org/ Take The Temperament Test </li></ul>76
  77. 77. Closing Quotes 77 “ And in an era when more and more work is done long distance by e-mail or by phone relationship building paradoxically, becomes more crucial than ever.” - Primal Leadership, p51 “ I’m a company of one. I have no team, no power; I share people with other projects. I can’t tell people what to do – but I can convince them by appealing to their agenda” - Primal Leadership, p52
  78. 78. The Right Message Early <ul><li>Strategic Direction & Relationships – Blurred Bonds </li></ul><ul><li>Change Comes From People & Is Emotional In Nature </li></ul><ul><li>Think Beyond Yesterday </li></ul><ul><li>Craft A Vision That Makes People Interested – Make It Hit Home </li></ul>Play: http://www.youtube.com/watch?v=bPwv4MIHPcM 78
  79. 79. Thinking Differently: Attracting A Team To Drive Change Must Build Integrated Communities Of Cooperation & Collaboration Based On Trust Focused On A Bigger Picture Making Change Fun, Understood & Supported Constant White Water Change 79
  80. 80. Thank You For Your Time David Carrithers, VP Marketing Centennial Contractors 8500 Leesburg Pike Suite 500 Vienna, VA 22182 Office Phone: 703-287-3042 Cell: 707-484-3620 [email_address] www.CentennialNOW.com 80
  1. A particular slide catching your eye?

    Clipping is a handy way to collect important slides you want to go back to later.

×