 2010 IIR Holdings, Ltd. All Rights Reserved.
What’s Slowing You Down?
    Unlocking Strategic Speed in Your
    Learning Organization
                                 ...
They’re competing on speed




www.forum.com         3
Are your …
      Products and services becoming commodities?
      Customers’ needs and wants changing?
      Patents o...
“Where urgency
     meets execution.”
     —Walt Macnee, President, International Markets, MasterCard Worldwide
          ...
www.forum.com   6
What was missing in Toyota’s speed formula?




www.forum.com        7
“Speed of execution is critical to our ability
           to sustain our business”



                                    ...
Strategic Speed


                                      Increased value
                                         over time...
1                                  3                                                    7
         67-80% of TQM          ...
1980s and 90s first-generation speed
            Quest for efficiency




   ERP … TQM … BPR … Six Sigma … CRM … LMS

www....
Today second-
                           generation speed

                           About the people



       Mobilizin...
Our Research


                   18 case studies
                  343 business leaders
                > 500 books and a...
Speed Correlates with Better Results

                 3-Year Average Growth Rates



                                    ...
Two Speed Traps

                             1   Overattention to
                                      pace


          ...
Overattention to Pace

  No chance to regenerate regularly                                                       86%
  No ...
Overattention to Process




www.forum.com               17
The Three People Factors


         Clarity
                       Unity

                                  Agility

www.f...
Clarity at Northwestern Mutual




www.forum.com                 19
Unity at Turner Construction:
                        Invesco Field


                       logos




www.forum.com      ...
Agility at Ingersoll-Rand




www.forum.com               21
The Speed of Change: Lessons
    Learned
             Claudine Wolfe, Managing Director
             Talent Management



...
Morgan Stanley: Launching a Corporate University
                2007          2008                  2009                2...
Clarity: Reorient Self
     Accept reality and take control by moving from “if only” to “what if”
     Find purpose and re...
Unity: Re-anchor Team
      Re-evaluate vision & priorities
      Align structure & design to new reality
      Create the...
Agility: Physical, Emotional, and Mental
     Re-evaluate fitness and physical activity
     Imagine a state of health and...
Leadership


          Leaders create results despite (not because of) the environment.


                The greater the ...
The Speed of Change: Lessons Learned




                                                 Claudine Wolfe, Managing
       ...
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What's Slowing You Down? Unlocking Strategic Speed in Your Learning Organization

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In this interactive session, Tom Atkinson from Forum will provide the headlines from the new book just out from Harvard Business Press and The Forum Corp.: Strategic Speed: Mobilize People, Accelerate Execution. You'll use a diagnostic tool to pinpoint your company's specific barriers to speed of execution, and you'll work with a "speed matrix" to identify the critical few actions you should take to increase strategic speed in your learning organization. Claudine Wolfe from Morgan Stanley will share how the company unlocked speed in the organization, with a highly strategic focus and with unprecedented levels of engagement from across the firm.

Tom Atkinson, Ph.D., Director, Customer Research, The Forum Corp.

Claudine Wolfe, Managing Director, Talent Management, Morgan Stanley

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What's Slowing You Down? Unlocking Strategic Speed in Your Learning Organization

  1. 1.  2010 IIR Holdings, Ltd. All Rights Reserved.
  2. 2. What’s Slowing You Down? Unlocking Strategic Speed in Your Learning Organization Tom Atkinson, VP of Customer Research The Forum Corporation Claudine Wolfe, Managing Director, Talent Management Morgan Stanley Chief Learning Officer Symposium April 13, 2010  2010 IIR Holdings, Ltd. All Rights Reserved.
  3. 3. They’re competing on speed www.forum.com 3
  4. 4. Are your …  Products and services becoming commodities?  Customers’ needs and wants changing?  Patents or intellectual property aging? Are you …  Facing new competition?  Needing to expand into new markets?  Dealing with longer, tougher sales cycles? If yes … then you’re competing on speed www.forum.com 4
  5. 5. “Where urgency meets execution.” —Walt Macnee, President, International Markets, MasterCard Worldwide By The Forum Corporation Published by Harvard Business Press (available June 2010)  Speed is hard to get  Speed is about the people  Leaders drive speed www.forum.com 5
  6. 6. www.forum.com 6
  7. 7. What was missing in Toyota’s speed formula? www.forum.com 7
  8. 8. “Speed of execution is critical to our ability to sustain our business” Almost 90% Agreed 0 10 20 30 40 50 60 70 80 90 100 www.forum.com 8
  9. 9. Strategic Speed Increased value over time VALUE TIME Reduced time to value www.forum.com 9
  10. 10. 1 3 7 67-80% of TQM Global study of 70% of programs do 1,500 executives: reengineering not create 62% of change initiatives fail desired results initiatives fail to 5 create desired 80% of major performance results systems investments not used/not delivering intended impact 1990 1993 1995 1996 1998 2000 2002 2006 2010 2 6 100-company study: 40-company study of well over 50% of major change change initiatives initiatives: 58% did 8 failed not gain expected 59% of change returns projects did not 4 succeed; ¼ of 70% of business- firms had 92% critical change failure rate efforts fail to achieve expected results www.forum.com 10
  11. 11. 1980s and 90s first-generation speed Quest for efficiency ERP … TQM … BPR … Six Sigma … CRM … LMS www.forum.com 11
  12. 12. Today second- generation speed About the people Mobilizing groups of human beings to execute quickly, nimbly, successfully www.forum.com 12
  13. 13. Our Research 18 case studies 343 business leaders > 500 books and articles www.forum.com 13
  14. 14. Speed Correlates with Better Results 3-Year Average Growth Rates 40% 52% Faster cos. Slower cos. Operating Income Sales www.forum.com 14
  15. 15. Two Speed Traps 1 Overattention to pace 2 Overattention to process Strategic speed = pace + process + people www.forum.com 15
  16. 16. Overattention to Pace No chance to regenerate regularly 86% No light at end of tunnel of intense work periods 83% Work under constantly elevated pressure 80% Company’s priorities change frequently 75% Lack sufficient resources to get work done 60% Bruch, H. and Menges, J.I., “The Acceleration Trap,” Harvard Business Review, April, 2010 www.forum.com 16
  17. 17. Overattention to Process www.forum.com 17
  18. 18. The Three People Factors Clarity Unity Agility www.forum.com 18
  19. 19. Clarity at Northwestern Mutual www.forum.com 19
  20. 20. Unity at Turner Construction: Invesco Field logos www.forum.com 20
  21. 21. Agility at Ingersoll-Rand www.forum.com 21
  22. 22. The Speed of Change: Lessons Learned Claudine Wolfe, Managing Director Talent Management  2010 IIR Holdings, Ltd. All Rights Reserved.
  23. 23. Morgan Stanley: Launching a Corporate University 2007 2008 2009 2010 Year of Year of Year of Year of Reflection Survival Transition Execution 2007 • Taking a hard look at the Learning & Development function 2008 • Surviving financial crisis & seizing opportunity • Outlined the components of the strategy 2009 • Determined pillars of success 2010 • Affirming strategies & flawless execution www.forum.com 23
  24. 24. Clarity: Reorient Self Accept reality and take control by moving from “if only” to “what if” Find purpose and re-energize yourself with it Adjust behavior to lead by example Accept Reality Find Purpose Adjust Behavior 1. Do I fully understand and 1. Why do I still want to be 1. Have I given up on my accept the possible here? What results do I peers and colleagues or consequences of what has want to create? am I working hard to drive changed around me? win-win agreements? 2. What opportunities does 2. Am I ready to take control this crisis present? 2. How am I spending my and do something about time? Does it match my 3. What should be my key priorities? the new reality? biggest priorities at this 3. Am I making myself time? available, listening, and communicating enough? www.forum.com 24
  25. 25. Unity: Re-anchor Team Re-evaluate vision & priorities Align structure & design to new reality Create the culture & climate for success Vision & Priorities Structure & Design Culture & Climate 1. Is our vision still valid 1. Do we need to change the 1. What can we do to despite market turbulence? design of our organization? incentivize people to 2. What is the worst-case Can we do more with less? behave in a way that is best scenario and how likely is How? for the business? it? 2. Do we have people with the 2. Are we getting enough 3. How can we differentiate right skills and experience honest feedback about ourselves amidst the on key jobs? If not, what what it’s like to be on this turmoil? can we do about it? team? 4. Have we narrowed our 3. Through this turbulent time, 3. How can we use the current focus to 3-5 key priorities? have we clarified individual turbulence to further What are they? roles and responsibilities as develop our good people? far as possible? www.forum.com 25
  26. 26. Agility: Physical, Emotional, and Mental Re-evaluate fitness and physical activity Imagine a state of health and well being Create a sense of calm Physical Emotional Mental 1. Is your body in peak 1. Are you overly optimistic 1. To what extent are you in a performance to function and still hoping things will state of well-being in which efficiently and effectively in come back to “normal”? you realize your own work and leisure activities? 2. Are you enjoying life and abilities? 2. How much aerobic and procuring a balance 2. Can you cope with the resistance exercise are you between life activities and normal stresses of life? doing to enhance mood efforts to achieve 3. Can you work productively states, and improve emotional resilience? and fruitfully? cognitive function 3. What’s your capacity to (primarily assessed by express your emotions and reaction time in older adapt to a range of adults)? demands? www.forum.com 26
  27. 27. Leadership Leaders create results despite (not because of) the environment. The greater the uncertainty, the larger the call for leadership. It’s what you do, not what you meant to do! www.forum.com 28
  28. 28. The Speed of Change: Lessons Learned Claudine Wolfe, Managing Director Talent Management  2010 IIR Holdings, Ltd. All Rights Reserved.

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