Monday, December 10, 2012   dr.sarma   1
Monday, December 10, 2012                    dr.sarma            2Agenda         Context         Power of Positive Visio...
Monday, December 10, 2012                                              dr.sarma                               3Course obje...
Monday, December 10, 2012           dr.sarma          4The back ground• These thoughts were born out of• Intense research,...
Monday, December 10, 2012           dr.sarma              5Presencing• a blend of the words "presence" and "sensing," refe...
Monday, December 10, 2012         dr.sarma          6‘ORGANIZATION’? NOT STATIC• Hierarchy and control are temporary condi...
Monday, December 10, 2012                               dr.sarma                        7Change essentials• Change require...
Monday, December 10, 2012           dr.sarma               8Transformation leadership essential• view leadership as a coll...
Monday, December 10, 2012                                dr.sarma                  9                                      ...
Monday, December 10, 2012             dr.sarma           10Leadership shift• leading people, strategic planning, inspiring...
Monday, December 10, 2012                                   dr.sarma            11What is escape velocity?       • Escape ...
Monday, December 10, 2012              dr.sarma         12  WHAT IS THE  CONNECTION ?  When engineering the change the sam...
Monday, December 10, 2012                        dr.sarma   13       What to Do About That Fork In the Road?"When the org...
Monday, December 10, 2012                     dr.sarma   145 -Crucial Questions to ask              1. Is there too much p...
Monday, December 10, 2012                        dr.sarma   15    Initiating change needs Holding Crucial Conversation by ...
Monday, December 10, 2012                     dr.sarma       16       Whilst a whirlpool has a relatively constant form, i...
Monday, December 10, 2012                     dr.sarma                    17Butterfly effect     The butterfly doesn‘t cau...
Monday, December 10, 2012                         dr.sarma    18       Story of an Eagle- This is a very powerful real lif...
Monday, December 10, 2012                        dr.sarma   19       The call to make ?       Who will make a call?    Whe...
Monday, December 10, 2012   dr.sarma   20
Monday, December 10, 2012                       dr.sarma   21 Seven steps     Here are seven ―steps to take now     to con...
Monday, December 10, 2012                        dr.sarma   22       1. Identify core talents, abilities, competencies,   ...
Monday, December 10, 2012                             dr.sarma   23       2. Identify fears. Fear is a paralyzer.       "...
Monday, December 10, 2012                            dr.sarma   24       Two Quotes       "If you argue for your limitati...
Monday, December 10, 2012                               dr.sarma         25         Call your role models and supporters  ...
Monday, December 10, 2012                        dr.sarma   26       Critical impactors?       Cheerleaders       Skill ...
Monday, December 10, 2012                        dr.sarma   27       Who Matters? Cont…        Spot-lighters        Este...
Monday, December 10, 2012                        dr.sarma   28       4. Identify the CoachTrust the person who will help ...
Monday, December 10, 2012                                 dr.sarma             29           Ask people who spent over 6 or...
Monday, December 10, 2012                        dr.sarma   30            Architect a Plan        S.T.A.N. – Strategic, T...
Monday, December 10, 2012                        dr.sarma   31       7. Call for Action       Give yourself a "butt kick"...
Monday, December 10, 2012                        dr.sarma   32       Expanding Circle of InfluenceMonday, December 10, 201...
Monday, December 10, 2012                        dr.sarma   33       Ask :       What is one small but positive step I ca...
Monday, December 10, 2012   dr.sarma   34       SummaryMonday, December 10, 2012                          Page 34
Monday, December 10, 2012   dr.sarma   35
Monday, December 10, 2012   dr.sarma   Page 36
Can we see the future             dr.sarmaMonday, December 10, 2012                                 Page 37
Org life patternMonday, December 10, 2012   dr.sarma   Page 38
People pattern                 Hippocrates named the Four Personality types after                 body fluids: the Choleri...
Monday, December 10, 2012   dr.sarma   Page 40
Monday, December 10, 2012   dr.sarma   Page 41
Personal mastery                                Joy is in the pursuit of “Mastery”Monday, December 10, 2012   dr.sarma    ...
Personal mastery. ‗Organizations learn only through individuals who learn.     Individual learning does not guarantee orga...
Central to good human life and careerMonday, December 10, 2012   dr.sarma                                Page 44
Monday, December 10, 2012   dr.sarma   457 Principles of Aretians
Words of WisdomMonday, December 20122012Monday, December 10, 10,    dr.sarma   Saama Confidential   Page 46   Page 46
Monday, December 10, 2012                          dr.sarma                  47Execution model                     initiat...
7 Dimensions of Armored Employee                                            financial                             Engineer...
 Category Power: Reengineering Portfolio Management  Company Power: Making Asymmetrical Bets  Market Power: Capitalizin...
Monday, December 10, 2012                                             dr.sarma                             50             ...
dr.sarmaMonday, December 10, 2012              51
Monday, December 10, 2012   dr.sarma   52July 05th 2012
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Escape velocity engineering the organizational transformation dec 6 2012

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this presentation is based on great conceptual work of renowned authors and some practical wisdom of handling organisational transformation, re-engineering the business offerings, how to integrate skills with change efforts without creating tsunami


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  • chaos and complexity theory stresses that there is no ‘grand design’ or central organizing principle at work in such systems.patterns have to emerge’ without being imposed.
  • A recent CCL study found that the four most important skills/capabilities needed by organizations in the future
  • Morgan addresses four ‘logics of change’ in his chapter Unfolding Logics of Change, namely:
  • The most famous example of this is the ‘butterfly effect’ where a small and insignificant event such as a butterfly flapping its wings in China can influence weather patterns on the other side of the world.
  • Speak about ancient motivations…. Motivation 1.0 running around the bushes and hunting, Motivation 2.0 Seek Reward for achieving results…. Motivation 2.1 flexible schedules, trust in the people, Speak about Wikipedia vs. Encylopedia (13 million articles by 28 million people writing in 260+ languages)
  • Right brain thinking vs.
  • High levels of creativity for Intrinsic type people
  • Escape velocity engineering the organizational transformation dec 6 2012

    1. 1. Monday, December 10, 2012 dr.sarma 1
    2. 2. Monday, December 10, 2012 dr.sarma 2Agenda  Context  Power of Positive Vision  Critical Conversations  Personal Drive  Escape Velocity Wish to acknowledge the great works of Geoffrey Moore And Kerry Patterson and Otto Scharmer
    3. 3. Monday, December 10, 2012 dr.sarma 3Course objective• This is unique seminar to energize organizational leadership to face challenge when confronted with transformation challenge• The seminar hopes to sensitize managers /employees to accelerate buy-in and alignment with transformation and change strategies• Focus is on learning the critical issues to engineer systematically the escape from lower growth and shrinking margins-the pressing issues of present to be super category killer league ―It is not the strongest that survive, nor the- the challenge of future most intelligent, but the most responsive to change ‖. Charles Darwin.
    4. 4. Monday, December 10, 2012 dr.sarma 4The back ground• These thoughts were born out of• Intense research, real life experience of implementing change in a struggling organization
    5. 5. Monday, December 10, 2012 dr.sarma 5Presencing• a blend of the words "presence" and "sensing," refers to the ability to sense and bring into the present ones highest future potential—as an individual and as a group Theory U suggeststhat the way in which we attend to a situation determineshow a situation unfolds: I attend this way, therefore itemerges that way.• Theory U offers a set of principles and practices for collectively creating the future that wants to emerge (following the movements of co-initiating, co-sensing, co- inspiring, co-creating, and co-evolving).--- Otto Scharmer
    6. 6. Monday, December 10, 2012 dr.sarma 6‘ORGANIZATION’? NOT STATIC• Hierarchy and control are temporary conditions or outcomes of the system, mere ‗snapshot points‘ on a self-organizing journey (as Morgan puts it).• The fundamental role of managers is to shape and create “contexts” in which appropriate forms of self- organization can occur. (Morgan, 1998:227)
    7. 7. Monday, December 10, 2012 dr.sarma 7Change essentials• Change requires new mindsets, not just new skills.• Over dependency on the human resource function to manage change through individual skill development may not work.• Leadership has to consider the need to advance both individual and collective leadership mindsets and style―You will either step forward into GROWTH or you will step back into safety‖. AbrahamMaslow
    8. 8. Monday, December 10, 2012 dr.sarma 8Transformation leadership essential• view leadership as a collective activity that requires mutual inquiry, learning and a capacity to work with complex challenges.• Than heroic leadership in Conventional cultures assume that leadership emerges from a variety of individuals based on knowledge and expertise.• Dependent leadership cultures hold only people in positions of authority responsible for leadership• Interdependent leadership calls for collective and collaborative leadership behavior
    9. 9. Monday, December 10, 2012 dr.sarma 9 VisionBy bringing inside-out leadership intobalance with outside in market pressure ,fostering change in critical e capabilities andbuilding shared Vision,alignment and commitment. Becomes possiblewith sufficient escape velocity Inside out Escape Outside inWithout the human side of theequation, efforts to implement change strategyfails velocity Challenge to change
    10. 10. Monday, December 10, 2012 dr.sarma 10Leadership shift• leading people, strategic planning, inspiring commitment and managing change-the weakest competencies of today‘s individual leaders.• Inadequate leadership ability is part of the problem.• ―leadership‖ — not leader.• The shift in focus from development of the individuals to be heroic leader,• realization of leadership as a collective activity is very important.
    11. 11. Monday, December 10, 2012 dr.sarma 11What is escape velocity? • Escape Velocity is the minimum velocity that an object is required to attain in order to escape from gravitational field of another object. • Escape velocity does not depends on the mass of the escaping object. • However, heavier object will require more energy to escape! •Vescape= 40,000 km/hr = 11 km/sec from the surface of the Earth
    12. 12. Monday, December 10, 2012 dr.sarma 12 WHAT IS THE CONNECTION ? When engineering the change the same escape velocity principle applies. There is a minimum velocity requirement to escape from the pull of the organizations past culture Here in these sessions we try and understand how to make the change happen
    13. 13. Monday, December 10, 2012 dr.sarma 13 What to Do About That Fork In the Road?"When the organization comes to a fork in the road...what do you do?‖hesitate about which way to go, now, with the rest of the life.Dilemma occurs due to either Market Crisis-occurs at any time Organizational Crisis – shrinking margins lower GrowthMonday, December 10, 2012 Saama Confidential Page 13
    14. 14. Monday, December 10, 2012 dr.sarma 145 -Crucial Questions to ask 1. Is there too much preoccupancy with present? 2. Are we putting enough efforts to shape future collectively? 3. How much individual effort is being done towards future? 4. Is there enough talent around us? 5. Is there enough steam in the team 6. Is there right talent mix
    15. 15. Monday, December 10, 2012 dr.sarma 15 Initiating change needs Holding Crucial Conversation by leaders with key people Fear of disagreements can make change initiative to go slowMonday, December 10, 2012 Saama Confidential Page 15
    16. 16. Monday, December 10, 2012 dr.sarma 16 Whilst a whirlpool has a relatively constant form, it does not exist separately from the movement of the river. • FOUR ‘LOGICS OF CHANGE’ • Autopoiesis- self creating • Chaos & complexity • Mutual causality • Dialectical changeMonday, December 10, 2012 Confidential Page 16
    17. 17. Monday, December 10, 2012 dr.sarma 17Butterfly effect The butterfly doesn‘t cause in any meaningful sense the hurricane, but the tiny change it causes in its environment leads to another change and another change, and so on… How can managers and leaders cope in the face of such chaos and complexity? five key ideas: Learning the art of managing and changing contexts Learning how to use small changes to create large effects Living with continuous transformation and emergent order as a natural state of affairs Being open to new metaphors that can facilitate processes of self- organization (Morgan, 1998:226)
    18. 18. Monday, December 10, 2012 dr.sarma 18 Story of an Eagle- This is a very powerful real life story in order to live 75 years , at 40 it must decide what to do make choice about painful changes http://www.youtube.com/watch?v=J65MycJKwgw&NR=1&featu re=fvwpMonday, December 10, 2012 Saama Confidential Page 18
    19. 19. Monday, December 10, 2012 dr.sarma 19 The call to make ? Who will make a call? Whether the push is fromMonday, December 10, 2012 Saama Confidential Page 19
    20. 20. Monday, December 10, 2012 dr.sarma 20
    21. 21. Monday, December 10, 2012 dr.sarma 21 Seven steps Here are seven ―steps to take now to confidently take charge of own DESTINY1. Identify core talents, abilities, competencies, and skills2. Identify fears.3. Identify role models and supporters4. Identify coach5. Define success6. Architect a plan7. Spell out ―Actionsteps‖
    22. 22. Monday, December 10, 2012 dr.sarma 22 1. Identify core talents, abilities, competencies, and skills  Ask : What are my passions and interests in life? What do I love to do, more than anything else? What do I care about, more than anything else? Identify the linkages to marry your passion and values to your professional contributionMonday, December 10, 2012 Saama Confidential Page 22
    23. 23. Monday, December 10, 2012 dr.sarma 23 2. Identify fears. Fear is a paralyzer. "Behold the turtle...who only makes progress when he sticks his neck out!" Push forward by asking: What am I afraid of? What is keeping me from actively pursuing? Whats the "pay off" ? Whats the ―damage‖? Is it really a "mistake―? What is ―blocking‖?Monday, December 10, 2012 Saama Confidential Page 23
    24. 24. Monday, December 10, 2012 dr.sarma 24 Two Quotes "If you argue for your limitations...you get to keep them!" - Jonathan Livingston Seagull "Indecision is a decision"... - James BryantMonday, December 10, 2012 Saama Confidential Page 24
    25. 25. Monday, December 10, 2012 dr.sarma 25 Call your role models and supporters Behavior modeling and identifying your network Ask yourself:  Who are the people that I most admire?  What are their qualities that make them so admirable?  How can I fold these admired qualities into my own way of being, while still keeping my own sense of self and integrity?  Who are the people I can turn to when I need specific measures and the results?Monday, December 10, 2012 Saama Confidential Page 25
    26. 26. Monday, December 10, 2012 dr.sarma 26 Critical impactors? Cheerleaders Skill Builders Recommenders ChallengersMonday, December 10, 2012 Saama Confidential Page 26
    27. 27. Monday, December 10, 2012 dr.sarma 27 Who Matters? Cont…  Spot-lighters  Esteem Builders  Connectors  Political AdvisorsMonday, December 10, 2012 Saama Confidential Page 27
    28. 28. Monday, December 10, 2012 dr.sarma 28 4. Identify the CoachTrust the person who will help you to see your blind-spotsEven if one potentially can hold own hand through some dark hours of the professional path “Get a Coach” who will hold youMonday, December 10, 2012 Saama Confidential Page 28
    29. 29. Monday, December 10, 2012 dr.sarma 29 Ask people who spent over 6 or 7 years in the company Confused about Success - What does that mean?  What does "success" mean to me?  What does "success" mean to others around me?  What does "success" at my job / in my profession mean, within my organization?  How do I define success in my personal life?  How does "societys" prescribed definition of personal and professional success influence my own definition of this concept?  Do I suspect that my definition of success will change as I grow older? How?  How can I broaden my personal definition of success?Monday, December 10, 2012 Saama Confidential Page 29
    30. 30. Monday, December 10, 2012 dr.sarma 30 Architect a Plan  S.T.A.N. – Strategic, Timely And Network... your guts out!  L.B.W.A. – Living By Wandering Around  Try the right brain exercise of mind-mapping or build a collage on the theme of where you want to professionally "go.‖  Map out with words, as well, practical, "do-able today" steps to move yourself forwardMonday, December 10, 2012 Saama Confidential Page 30
    31. 31. Monday, December 10, 2012 dr.sarma 31 7. Call for Action Give yourself a "butt kick" and take some action...any action is better than no action, in many cases Its better to take a action, and find out its not right for you, after all, rather than not take any actionMonday, December 10, 2012 Saama Confidential Page 31
    32. 32. Monday, December 10, 2012 dr.sarma 32 Expanding Circle of InfluenceMonday, December 10, 2012 Saama Confidential Page 32
    33. 33. Monday, December 10, 2012 dr.sarma 33 Ask : What is one small but positive step I can put into action today? What two other things can I do within a defined and reasonable parameter of time, e.g. next 30 days, to move me forward even more? What are at least two strategies for networking with others (who have something in common with me) that I am comfortable implementing immediately? How many ways can I continue to expand my Circle of Influence (CI)?Monday, December 10, 2012 Saama Confidential Page 33
    34. 34. Monday, December 10, 2012 dr.sarma 34 SummaryMonday, December 10, 2012 Page 34
    35. 35. Monday, December 10, 2012 dr.sarma 35
    36. 36. Monday, December 10, 2012 dr.sarma Page 36
    37. 37. Can we see the future dr.sarmaMonday, December 10, 2012 Page 37
    38. 38. Org life patternMonday, December 10, 2012 dr.sarma Page 38
    39. 39. People pattern Hippocrates named the Four Personality types after body fluids: the Choleric, the Melancholic, the Phlegmatic and the Sanguine.Monday, December 10, 2012 dr.sarma Page 39
    40. 40. Monday, December 10, 2012 dr.sarma Page 40
    41. 41. Monday, December 10, 2012 dr.sarma Page 41
    42. 42. Personal mastery Joy is in the pursuit of “Mastery”Monday, December 10, 2012 dr.sarma Page 42
    43. 43. Personal mastery. ‗Organizations learn only through individuals who learn. Individual learning does not guarantee organizational learning. But without it no organizational learning occurs‘ (Senge 1990: 139). Personal mastery is the discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively‘. It goes beyond competence and skills, although it involves them. It goes beyond spiritual opening, although it involves spiritual growth. Mastery is seen as a special kind of proficiency. It is not about dominance, but rather about calling. Vision is vocation rather than simply just a good idea. People with a high level of personal mastery live in a continual learning mode. They never ‗arrive‘. Sometimes, language, such as the term ‗personal mastery‘ creates a misleading sense of definiteness, of black and white. But personal mastery is not something you possess. It is a process. It is a lifelong discipline. People with a high level of personal mastery are acutely aware of their ignorance, their incompetence, their growth areas. And they are deeply self- confident. Paradoxical? Only for those who do not see the ‗journey is the reward‘.Monday, December 10, 2012 dr.sarma Page 43
    44. 44. Central to good human life and careerMonday, December 10, 2012 dr.sarma Page 44
    45. 45. Monday, December 10, 2012 dr.sarma 457 Principles of Aretians
    46. 46. Words of WisdomMonday, December 20122012Monday, December 10, 10, dr.sarma Saama Confidential Page 46 Page 46
    47. 47. Monday, December 10, 2012 dr.sarma 47Execution model initiation deployment stabilize Escape acceleratorLeadership visionary pragmatism Harmonize collaborativestyleCore innovative challenger selling teamcompetencyCore attribute proactive toughness patience caringDecision style intuitive experimental deliberating delegatingAlignment co Vision Vision Operations Strategic keyfactors in champions community mgt menorganization Engineering Marketing HR financials new products branding
    48. 48. 7 Dimensions of Armored Employee financial Engineering Account and managt innovation Strategy Armored employee People Admin Mgmt Mgmt Delivery MgmtMonday, December 10, 2012 dr.sarma Confidential Page 48 Page 48
    49. 49.  Category Power: Reengineering Portfolio Management  Company Power: Making Asymmetrical Bets  Market Power: Capitalizing on Market Transitions  Offer Power: Breaking the Ties that Bind  Execution Power: Engineering the Escape REF: jeffry MoorMonday, December 20122012Monday, December 10, 10, dr.sarma Saama Confidential Page 49 Page 49
    50. 50. Monday, December 10, 2012 dr.sarma 50 Hi “Highly Diversified super category killer ” (Knowledge, Experience, Market Position) Category killer Capability Long-Term Winners Long-Term Winners “Specialized” “also ran” Short / Medium-Term Player; Maybe Short / Medium-Term Loser Marginalized in Medium-Term LoMonday, December 10, 2012 Lo Market breadth Hi Slide 50
    51. 51. dr.sarmaMonday, December 10, 2012 51
    52. 52. Monday, December 10, 2012 dr.sarma 52July 05th 2012
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