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Culture Eats Strategy for Lunch
 

Culture Eats Strategy for Lunch

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Presentation on change to the Toronto Strategic Leadership Forum - Nov. 17, 2011

Presentation on change to the Toronto Strategic Leadership Forum - Nov. 17, 2011

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  • Ayelet, this is a gorgeous presentation. I enjoyed every slide of it. Your thoughts prompt me to coin the phrase 'social seclusion', or 'social passivity' or 'social retreat' are what would kill tomorrow's technology. This presentation rates among the best that I have read so far and surely better than my own presentations on this subject
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  • http://ansonalex.com/infographics/text-messaging-statistics-global-infographic/http://mashable.com/2011/03/23/mobile-by-the-numbers-infogrpahic/
  • http://www.briansolis.com/
  • https://www.mckinseyquarterly.com/Organization/Strategic_Organization/The_rise_of_the_networked_enterprise_Web_20_finds_its_payday_2716http://www.slideshare.net/neilperkin/agile-planning-8595549
  • Source: Neil Perkin neilperkin.typepad.com/
  • http://www.slideshare.net/neilperkin/agile-planning-8595549

Culture Eats Strategy for Lunch Culture Eats Strategy for Lunch Presentation Transcript

  • Culture Eats Strategy for Lunch Every Day Strategic Leadership Forum Ayelet Baron VP, Strategy and Transformation Cisco Canada November 17, 2011 Twitter: @ayeletb Slideshare.net: ayeletb© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 1
  • Implementing strategy is a complex and messy process … It involves People … Source: The New How© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 2
  • Imagine that everyone in your organization could see into the future … Imagine that you had the ability to paint the future in distinct colours … Imagine that these colours would be the colours of autonomy, purpose, mastery and success … Imagine that everyone in your organization had the same vision – would that vision become reality?© 2011 Cisco and/or its affiliates. All rights reserved. Change from a slideshare.net. Cannot recall the author Cisco Confidential 3
  • © 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 4
  • Change #1: Adoption Three years ago there were No Smartphones [as we know them today] Years to Reach 50 millions Users: Radio: 38 Years TV: 13 Years Internet: 4 Years Facebook: added 100 million users in less than 9 months iPhone applications: 1 billion in 9 months© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 5 http://mi9.com/uploads/landscape/4154/desert-sand_422_71936.jpg
  • © 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 6
  • Change #2 – BYODWe Trust Strangers SOCIAL MEDIA AGE PRE MEDIA AGE MASS MEDIA AGE Consumers dictate Talk face to face Talk face to face Talk to shop worker Phone call Talk to shop worker Consult a professional Readers letters Phone in; TV / Radio Religious Institutions, state, monarchy dictate the agenda http://blogs.cisco.com/ Professional media dictate Consumer influence channels© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 7
  • Change #3—Social Business“Businesses are no longer the sole creator of a brand; it is now co-created by consumers through shared experiences and defined by the results of online searches and conversations … social media has increased the power of the consumer” Brian Solis© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 8
  • Change #3—Social Business THE RELATIONSHIP IS NO LONGER LINEAR Transparent Social media: Marketing and PR Relationship Social business: People and business processes Agile Authentic © 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 9http://www.flickr.com/photos/timothyschenck/
  • Change #4— Leadership© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 10
  • Change #4— What Motivates Us? Leadership give me give me give me the $10,000 something I prestige of a want to do new title© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 11
  • Change #5—TransparentConnected Enterprise Leadership  The power to draw resources and people when we need them to solve problems and meet challenges  Relationships, not transactions. Surfing a set of flows usually requires deep, enduring, trusted relationships — because flows are like always-on sets of transactions that happen in continuous time, embedded in a social and cultural matrix  Emergence, not planning. Access — the relationships that power flows — cant be engineered, planned, or forced.  Serendipity, not determinism. "Unexpected encounters that surprise and delight" — the upside of getting all the above right  Potential, not "product." When serendipity happens, your potential — your capabilities and capacities — grow© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 12
  • Change #5—Transparent The Networked Enterprise LeadershipA new class of company is emerging—one that uses collaborative Web 2.0 technologies intensively to connect the internal efforts of employees and to extend the organization’s reach to customers, partners, and suppliers© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 13
  • A massive opportunity to have a different relationship with your customers, partners and employees Co-creation, crowdsourcing, crowdfunding© 2011 Cisco and/or its affiliates. All rights reserved. neilperkin.typepad.com/ Cisco Confidential 14
  • Change #5 No silos We compartmentalize creativity Try to control it, set targets, apply rules Make it the domain of particular job titles Or box it into brainstorming sessions“The longer you work, the more people want to put you in a silo so they can define who you are on their terms – our job is to never let anyone determine who we are by their terms” John Jay © 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 15
  • Source: The New How© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 16
  • © 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 17
  • Change Management Framework© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 18
  • Source: The New How 19© 2011 Cisco and/or its affiliates. All rights reserved. Source: The New How Cisco Confidential
  • The most profound changes are those that disappear. They weave themselves into the fabric of everyday life until they are indistinguishable from it "Over and over again, connecting people with one another is what lasts online. Some folks thought it was about technology, but its not.“© 2011 Cisco and/or its affiliates. All rights reserved. Seth Godin Cisco Confidential 20
  • Why Change?© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 21
  • Thank you.ayeletbhttp://www.linkedin.com/in/ayeletbaron
  • © 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 23