Strategic Change
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Strategic Change



Change starts with you. Organisational change is the sum total of individual change. So, are you really open to change? You think so? OK, when was the last time that you did something for the first ...

Change starts with you. Organisational change is the sum total of individual change. So, are you really open to change? You think so? OK, when was the last time that you did something for the first time? The golden rule: "Change before you have to change."



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    Strategic Change Strategic Change Presentation Transcript

    • Thomas J. Watson
    • THINK
    • Steve Jobs
    • THINKDifferent
    • Gerard Senehi
    • THINKoutside the box
    • Co-creation
    • Strategic  Planning  Workshop  Outcomes  •  A  shared  understanding  of  strategic  planning  as  a   conInuous  process,  supported  by  a  collecIve  mindset   of  strategic  change  •  Co-­‐creaIon  of  a  high  level  strategic  master  plan  based   on  the  acIon  plans  for  each  of  the  Top  5  areas  of   strategic  opportunity  •  Commitment  and  buy-­‐in  to  acIons,  Imelines,  roles   and  responsibiliIes   SalesChannel  Europe  ©2012    All  rights  reserved   10  
    • “The  future  belongs  to  those  who  see  possibiliIes    before  they  become  obvious.”   -­‐  John  Scully  “The  best  way  to  predict  the  future  is  to  create  it.”   -­‐  Peter  Drucker  
    • Adapting to
    • Question 1:Are you open andreceptive to change?
    • Question 2:When was the last timethat you did somethingfor the first time?
    • CHANGING what’sNormal
    • Misperception
    • Law of change “If you do what you have always done, you’ll get what you always got.”
    • Definition of insanity Doing the same thing over and over again and expecting a different result.” 1925 January 2007
    • 0   10   Create  Ideas?  
    • 0   10   Make  Ideas  Happen?  
    • Ideas  ExecuIon  
    • 0   10   Process?  
    • Thinker   Doer   Profile?  
    • Thinker:    always  generaIng  ideas,   struggles  to  focus  and   execute  reliably  Doer:    focuses  on  geng  things   done,  may  be  skepIcal  to   new  and  different  ideas  Both:    creaIve  completer    co-­‐creaIon/co-­‐compleIon  
    • “It  is  not  the  strongest   of  the  species  that   survive,  nor  the  most   intelligent,  but  rather   the  one  most  adaptable  to  change.”   -­‐  Charles  Darwin   1809  -­‐  1882   26  
    • Question 3:What is yourAdaptive Capacity?
    • How do you respond to change?  
    • Resistance
    • A prisoner of the past  
    • Discriminating against theFUTURE
    • Letting go ofCERTAINTY andFixed Ideas
    • Being open toPOSSIBILITIES andNot Knowing
    • “When  nothing  is  sure,  _everything  is  possible.”   -­‐  Margaret  Drabble  (1939-­‐)     English  Novelist   35  
    • ABILITY toSuspend
    • INSTIGATIONCapital
    • “When  the  rate  of  change  externally  is  greater  than  the  rate  of  change  internally,  you  have  a  problem.”   -­‐  Jack  Welch   39  
    • External speed of change  
    • Internal speed of change
    • Business  AGILITY
    • Capacity   toADAPT
    • Ability toLEARN  
    • “I  am  always  doing  that   which  I  can  not  do  in   order  that  I  may  learn   how  to  do  it.”     –  Pablo  Picasso   45
    • Strategy means:  CreatingCHOICES  
    • Creating choices means:  ScenarioTHINKING  
    • A  journey  into  the  unknown  
    • Show others how to get there  
    • The journey is never straight forward  
    • Obstacles ahead  
    • Anticipate change 53
    • Listen to your customers
    • Anticipate the future 55  
    • Thinking  at  3  Time  Horizons:  Por`olio  Thinking:     High-­‐Growth   Businesses   •  Today’s  revenue   growth  +   tomorrow’s  cash   flow   Horizon  3   36  -­‐  72  months  Current  Businesses  •  Generate   today’s  cash   Horizon  2   flow   12  -­‐  36  months   Growth  OpIons   •  OpIons  on   future  high-­‐ growth   Horizon  1   businesses   0  -­‐  12  months   *Escape  Velocity,  by  Geoffrey  Moore,  HaperCollins  2011   SalesChannel  Europe  ©2012    All  rights  reserved  
    • “Thinking  is  the  hardest   work  there  is,  which  is   probably  the  reason  so  few  people  engage  in  it.”   -­‐  Henry  Ford   1863  -­‐  1947  
    • Right answer, wrong question  
    • “If  I  had  listened  to  my  customers,  I  would  have   built  a  faster  horse.”   -­‐  Henry  Ford   1863  -­‐  1947  
    • Being a followercan be dangerous
    • 1 Strategic  Thinking  Framework  2 AdapIve  Thinking  3 Sources  of  Co-­‐CreaIon  
    • Strategy,  Leadership  and  Vision   answer  the  question:     How  can  we  shape  the  unseen   forces  that  transform   performance.”   67  
    • A strategycoordinates action to address aspecific challenge 68  
    • Strategy is not binary Costs   Revenues  
    • 1 Strategic  Thinking  Framework  2 AdapIve  Thinking  3 Sources  of  Co-­‐CreaIon  
    • Entrepreneurial mindset
    • Child-like thinking  
    • Divergent thinking  
    • Divergent thinking
    • Convergent thinking  
    • Convergent thinking  
    • AND thinking
    • AND thinking  
    • AND  
    • AND  
    • AND thinking  
    • Overcome resistance83  
    • Constraint-based thinking  
    • Recurrent constraints  
    • Collective constraint based thinking
    • Bring about the possible  
    • Resilient thinking  
    • 1 Strategic  Thinking  Framework  2 AdapIve  Thinking  3 Sources  of  Co-­‐CreaIon  
    • You need a map
    • … Navigational tools
    • Collaborative thinking  
    • Alignment: seeing the same future  
    • Accelerators ANDInnovators
    • Victims of change  
    • Improving   your Capacityto lead Change
    • Co-laborationCo-innovation Co-creation  INCLUSION
    • The LEADER’S  role?   Creating anADAPTIVE  Culture  
    • think  dif   erently f  
    • Wishing for change  
    • Changestarts withCHOICE
    • CHANGE beforeYou have to CHANGE
    • Strategic Thinking   1.  Checklist   Accept  where  you  are  today   2.  Let  go  of  certainty/fixed  ideas   3.  Be  open  to  possibiliIes/not  knowing   4.  Challenge  your  assumpIons   5.  AnIcipate  change  using  ‘AdapIve  Thinking’   6.  Set  realisIc  and  achievable  goals   7.  Have  posiIve  expectaIons   8.  Create  a  sense  of  urgency   9.  Have  fun!  
    • Taking care ines s...o f bus David  R  Ednie   President  &  CEO   SalesChannel  Europe   Ph:  +33  676  60  09  25  (FR)       Email:  david@saleschannel-­‐   Website:  www.saleschannel-­‐