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Tipping point leadership
 

Tipping point leadership

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    Tipping point leadership Tipping point leadership Presentation Transcript

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