Tipping point leadership

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Tipping point leadership

  1. 1. by W.Chan Kim and Renee Mauborgne<br />Tipping Point leadershipHarvard business review<br />
  2. 2. Theory of Tipping pointsIn any organization, once the beliefs andenergies of a critical mass of people areengaged, conversion to a new idea willspread like an epidemic.<br />
  3. 3. 1977-1982 – Lieutenant<br />Boston Police district 4<br />1983-1986 – Superintendent,<br />Massachusetts Bay Transit Authority<br />1986-1990 – Superintendent,<br />Boston Metropolitan Police ("The Mets")<br />1990-1992 - Chief of police <br />New York Transit Police<br />1994-1996 - Commissioner <br />New York Police Department<br /> William Bratton The Policy reformer<br />
  4. 4. Hurdles for high performance<br />Status quo<br />Limited resources<br />Demotivated staff<br />Opposition from powerful vested interests<br />
  5. 5. Bratton’s way <br />
  6. 6. Break through the cognitive hurdle<br />Putting managers face to face in operational problems<br />Reality cannot be evaded<br />Poor performance can be seen but not only heard<br />Ex Bratton’ changed policy in NYTP <br /><ul><li>Use of Subways for travelling</li></ul>MBTP (Massachusetts Bay Transit Authority) - New cars purchase <br />
  7. 7. Side stepping the resource hurdle<br />Efficient resource utilization <br />Not demanding extra<br />Using at right places<br />New York narcotics unit<br /><ul><li>Change in schedules (focus on weekends)
  8. 8. Modus Operandi
  9. 9. Increased numbers (had only 5% staffing)</li></ul>New York Transit police<br /><ul><li>Monitored crime rates at all subways
  10. 10. Enhanced strengths at required few tolls
  11. 11. Employed non uniform cops for monitoring
  12. 12. Bust buses to reduce arrest processing time</li></li></ul><li>Motivational hurdle<br />Internalizing need for change<br />Common practices- Reforming incentives throughout organization<br /><ul><li>Time taking
  13. 13. Expensive
  14. 14. Bratton s way of Signaling key influencers identifying the kingpins to topple all
  15. 15. Introduced semi-weekly strategy meetings
  16. 16. Participants were
  17. 17. commanders who control 200 to 400 officers
  18. 18. Senior staff
  19. 19. Three star chiefs
  20. 20. Deputy commissioners
  21. 21. Borough chiefs
  22. 22. Gave birth to culture of performance
  23. 23. Able to set attainable goals</li></li></ul><li>Political hurdle<br />Importance of understanding the plotting and politics involved in pushing through change<br />Fight to protect their position<br />Need for a respected senior in the top team<br />Miami’s police commissioner – John Timoney<br />Reporting system<br />City court against the zero-tolerance policy<br />Bratton’s alliance with the mayor and New York Times<br />
  24. 24. Conclusion<br />Unique leader<br />If not personality, formula helps<br />Managers who wish to turn their company and have limited resources and time should take note<br />THANK YOU<br />Presented by: Fenella AndradeMasters in European Studies and Management (MESM) 2010-2012Manipal Centre for European StudiesManipal University, Karnataka, India<br />
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