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The New Normal

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A special presentation on dealing with chnage for the Florida Recreation and Parks Association (FRPA) -- Year Two participants in the Abrahams Leadership Academy.

A special presentation on dealing with chnage for the Florida Recreation and Parks Association (FRPA) -- Year Two participants in the Abrahams Leadership Academy.

Published in: Business, Education

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  • 1. Creating a Dynamic Organization
  • 2.
  • 3. The future of capitalism is here… and it is not what any of us expected.
    It is increasingly clear that the current downturn is fundamentally different from recessions of recent decades. We are experiencing not merely another turn of the business cycle, but a dramatic and profound restructuring of the economic order.
    Harvard Business Review
  • 4.
  • 5. This much is certain: when we finally enter into the post-crisis period, the business and economic context will not have returned to its pre-crisis state. Executives preparing their organizations to succeed in the new normalmust focus on what has changed and what remains basically the same for their customers, companies, and industries.
    Ian Davis is the worldwide managing director of McKinsey & Company.
  • 6. Workshop
    What top three things have changed in your industry?
    What top three things still remain as essential elements for success?
  • 7. IBM Global CEO Survey
    Organizations are bombarded by change, and many are struggling
    to keep up. Eight out of ten CEOs see significant change ahead, and
    yet the gap between expected change and the ability to manage it
    has almost tripled since our last Global CEO Study in 2006.
    CEOs view more demanding customers not as a threat, but as an
    opportunity to differentiate. CEOs are spending more to attract and
    retain increasingly prosperous, informed and socially aware customers.
    Nearly all CEOs are adapting their businessmodels — two-thirds are
    implementing extensive innovations. More than 40 percent are
    changing their enterprise models to be more collaborative.
  • 8. Outperformers were:
    INNOVATIVE BEYOND CUSTOMER IMAGINATION
    DISRUPTIVE BY NATURE
    HUNGRY FOR CHANGE
  • 9. Innovative beyond customer imagination…
    The Enterprise of the Future surpasses the expectations of increasingly demanding customers by building deep collaborative relationships that allow it to surprise customers with innovations that make both its customers and its own business more successful.
  • 10. Disruptive by nature…
    The Enterprise of the Future radically challenges its business model, disrupting the basis of competition. It shifts the value proposition, overturns traditional delivery approaches and, as soon as opportunities arise, reinvents itself and its entire industry.
  • 11. Hungry for Change
    The Enterprise of the Future is capable of changing quickly and successfully. Instead of merely responding to trends, it shapes and leads them. Market and industry shifts are a chance to move ahead of the competition.
  • 12. A Death Spiral at DuPont
    The impact of the financial crisis began to hit DuPont about a month after the collapse of Lehman Brothers in September 2008. Sales volume slid by as much as 59% in some divisions, good customers cancelled orders and employees were gripped by fear and uncertainty.
  • 13. CEO Ellen J. Kullman concluded that the company faced a "new reality" requiring fundamental changes if it were to remain successful.
    Focus on what you can control.
    Adopt a new trajectory by rethinking your business model.
    Communication is key.
    Maintain pride around the mission.
  • 14. Anyone who tells you they enjoy change… should seek immediate professional help.
  • 15. Emotional Response to Perceived Negative Change
    Anger
    Active
    Acceptance
    Bargaining
    Stability
    Emotional Response
    Denial
    Immobilization
    Testing
    Depression
    Passive
    Time
  • 16. Managing Positive Responses to Change
    PESSIMISM
    Informed
    Pessimism
    Hopeful
    Realism
    Checking
    Out
    Informed
    Optimism
    Uninformed
    Optimism
    Completion
    TIME
  • 17. The risk is NOTin the change…the real risk is in refusing to change.
  • 18. The eight major steps of the change process
  • 19. Build an irresistible case for change
  • 20. Create a strong sense of urgency
  • 21. Form a powerful guiding coalition
  • 22. Create a clear vision for successful change and communicate it relentlessly
  • 23. Empower others to act
  • 24. Plan for and celebrate small wins
  • 25. Institutionalize the change
  • 26. Common push-back tactics
    This is not FAIR
    This is too HARD
    You changed the RULES
    Why am I being PUNISHED
    This is too SCARY
    I’ll sit here and WAITit out
    I’ll just REFUSEto change
    I’ll ARGUEabout the change
    I’ll start a REVOLUTION
  • 27. Four antidotes to change resistance
    Bring employees face-to-face with the external pressures to change
    – the pressure is real and it is not going away!
    Engage change “zealots” to set the pace
    Manage employee feelings – deal directly with their fear
    Support the new expectations with new tools, systems and coaching
  • 28. Key Drivers of Business Success
    Tolerate
    Nothing
    Less
    Global study:
    16 countries
    29 firms
    139 offices
    5,589 respondents
    From: Practice What You Preach by Maister
    Financial
    Performance
    CR=104.12
    Quality P&S
    &
    Customer Relationship
    CR= .404
    Employee
    Satisfaction
    CR=.277
    CR=.275
    CR=.249
    CR=.334
    CR=.280
    Empowerment
    High Standards
    Coaching
    CR=.371
    CR=.365
    CR=.285
    CR=.191
    CR=.247
    Long-term
    Orientation
    Enthusiasm, Commitment,
    Respect
    Training &
    Development
    Fair
    Compensation
  • 29.
  • 30. Great Places to Work Study
    At the heart of our definition of a great place to work - a place where employees "trust the people they work for, have pride in what they do, and enjoy the people they work with" - is the idea that a great workplace is measured by the quality of the three, interconnected relationships that exist there:
    • The relationship between employees and management.
    • 31. The relationship between employees and their jobs/company.
    • 32. The relationship between employees and other employees.
  • The key elements of a strong culture
  • 33. Atmosphere Issues
    You do not need a fancy title or a top box on the org chart to initiate culture change.
    You do not need a huge budget or expensive software to initiate culture change.
    You do not need the buy-in of every single person in your organization to initiate culture change.
    You simply need a strong belief and passionate commitment to creating the best possible place for you and your peers/people to work.
  • 34. From 1,000 companies down to the top 30 as judged by both customer and employee satisfaction and engagement
    Amazon
    BMW
    CarMax
    Caterpillar
    Commerce Bank
    Container Store
    Costco
    eBay
    Google
    Harley-Davidson
    Honda
    IDEO
    IKEA
    JetBlue
    Johnson & Johnson
    Jordan’s Furniture
    L.L. Bean
    New Balance
    Patagonia
    REI
    Southwest Airlines
    Starbucks
    Timberland
    Toyota
    Trader Joe’s
    UPS
    Wegmans
    Whole foods
  • 35. Key attributes of the firm’s of endearment
    They align the interests of all stakeholder groups, not just balance them.
    They operate at the executive level with an open door policy.
    They devote considerably more time than their competitors to employee training.
    They empower employees to make sure customers leave a transaction experience fully satisfied.
    They make a conscious effort to hire people who are passionate about the organization and its products/services.
  • 36. Key attributes of the firm’s of endearment
    They consciously humanize the company experience for customers and employees, as well as the working environment.
    They project a genuine passion for customers, and emotionally connect with customers at a deep level.
    They treat suppliers as true partners and encourage suppliers to collaborate with them in moving both of their companies forward.
    They consider their corporate culture to be their greatest asset and primary source of competitive advantage.
    Their cultures are resistant to short term, incidental pressures, but also prove able to quickly adapt when needed.
  • 37. The five key elements to build trust with employees:
    Honesty
    Respect
    Transparency
    Consistency
    Fairness
  • 38.
  • 39.
  • 40. It is the responsibility of the leaderto foster a dynamic culture
    Values
    Communications
    Role Modeling
    Stories / Examples
    Rewards
    Punishment