6-10-03 1
Event Solutions International
Organizational
Development
Presented by:
First Light LLC – jgillis767@aol.com
6-10-03 2
Event Management and Logistics
 Consumer events
 Launch events
 Motorsports events
 Owner loyalty events
 P...
6-10-03 3
Strategy Structure
Chandler Model
6-10-03 4
Shared Values
Strategy
Structure
Systems
Style
Staff
Skills
McKinsey 7-S Framework
6-10-03 5
Principles
1. Division of work. To produce
more and better work with
the same effort.
2. Authority and responsib...
6-10-03 6
Principles
7. Remuneration of personnel.
Should be fair and afford
satisfaction both to
personnel and firm.
8. C...
6-10-03 7
13. Initiative. The power of
thinking and executing, and
the freedom to propose and
execute. Tact and integrity
...
6-10-03 8
Infrastructure
People, process,
technology
Context
Product, service,
live, print, Internet
Content
Ideas,goals,
...
6-10-03 9
Battlefield Infrastructure
 People
• Yours, mine and ours
 Process
• People, budgets and schedules
• Macro and...
6-10-03 10
ESI INFRASTRUCTURE
PEOPLE
6-10-03 11
Lesson 1
 Being responsible sometimes means pissing
people off.
Colin Powell
6-10-03 12
Lesson 2
 The day soldiers stop bringing you their
problems is the day you have stopped leading
them. They hav...
6-10-03 13
People
 What do you want me to do?
 Why is it important?
 How do I do it?
 What‟s in it for me?
 How do I ...
6-10-03 14
People
 What would you like me to keep doing?
 What would you like me to do more of?
 What would you like me...
6-10-03 15
Lesson 3
 Organization doesn‟t really accomplish
anything. Plans don‟t accomplish anything
either. Theories of...
6-10-03 16
Lesson 4
 Powell‟s rules for picking people: Look for
intelligence and judgment, and most
critically, a capaci...
6-10-03 17
Lesson 5
 Have fun in your command. Don‟t always run
at a breakneck pace. Take leave when
you‟ve earned it: sp...
6-10-03 18
People
Questions? Comments?
6-10-03 19
ESI INFRASTRUCTURE
PROCESS
6-10-03 20
Lesson 6
 Never neglect details. When everyone‟s mind
is dulled or distracted the leader must be
doubly vigila...
6-10-03 21
Lesson 7
 You don‟t know what you can get away with
until you try.
Colin Powell
6-10-03 22
Lesson 8
 Keep looking below surface appearances.
Don‟t shrink from doing so (just) because you
might not like...
6-10-03 23
Lesson 9
 Perpetual optimism is a force multiplier.
Colin Powell
6-10-03 24
Lesson 10
 Great leaders are almost always great
simplifiers, who can cut through argument,
debate and doubt, ...
6-10-03 25
Lesson 11
 Part I:
• Use the formula P = 40 to 70, in which P stands
for the probability of success and the nu...
6-10-03 26
Lesson 12
 The commander in the field is always right
and the rear echelon is wrong, unless proved
otherwise.
...
6-10-03 27
Process
 Business happens horizontally.
 Input – Process – Output
 The problems and solutions usually occur ...
6-10-03 28
ISO
 “Say what you do and do what you say.”
 Make the process explicit.
• ISO elements
• System Level Procedu...
6-10-03 29
Process
 Quality System
 Corrective and Preventive Action
 Continuous Improvement
 Radical Improvement
 Cu...
6-10-03 30
Process
Questions? Comments?
6-10-03 31
ESI INFRASTRUCTURE
TECHNOLOGY
6-10-03 32
Lesson 13
 Don‟t be buffaloed by experts and elites.
Experts often possess more data than
judgment. Elites can...
6-10-03 33
Lesson 14
 Fit no stereotypes. Don‟t chase the latest
management fads. The situation dictates
which approach b...
6-10-03 34
Lesson 15
 Don‟t be afraid to challenge the pros, even in
their own backyard.
Colin Powell
6-10-03 35
Questions
 The role of technology in the future of ESI?
 The cost of technology in the infrastructure of
ESI?...
6-10-03 36
Technology
Questions? Comments?
6-10-03 37
Management
 SOMMD
 Sets objectives
 Organizes
 Motivates and communicates
 Measures
 Develops people
Pete...
6-10-03 38
Respect & Professionalism
 “If Judge MacMahon had been asked what he was
training Paul Crotty, Ken Caruso, Jim...
6-10-03 39
Corporate Lifecycles
 Infancy
 The Wild Years: Go-Go
 The Second Birth and the Coming of Age
 Prime
 The S...
6-10-03 40
Courtship
The Wild Years:
Go-Go
Infancy
Prime
Corporate Lifecycles
The Second Birth
and the
Coming of Age
6-10-03 41
The Wild Years: Go-Go
 Normal Problems
• Self confidence
• Eagerness
• High Energy
• Sales orientation
• Seeki...
6-10-03 42
The Wild Years: Go-Go
 Normal Problems
• Leadership‟s inflated
expectations
• Unclear
communication
• Hope for...
6-10-03 43
The Wild Years: Go-Go
 Abnormal Problems
• Arrogance
• Lack of Focus
• Energy too thinly
spread
• Sales and pr...
6-10-03 44
The Wild Years: Go-Go
 Abnormal Problems
• No communication
• Reliance on miracles
• Lack of
accountability
• ...
6-10-03 45
Institutionalizing Leadership
 It is the difficult process of transferring the
integration function that retar...
6-10-03 46
Guns or Butter
 The sooner the Go – Go realizes the necessity for
setting priorities, the faster it will focus...
6-10-03 47
Goals
 Teamwork
 Build integration to reduce the need for
administrative systems
 Purpose
 Focus
 Get over...
6-10-03 48
ESI
Efficient in the
short run
SystematizedAdminister
Effective in the
short run
FunctionalProvide the
desired ...
6-10-03 49
Entrepreneuring
 “We cannot afford the luxury of waiting to
see the future before we decide what to do in
the ...
6-10-03 50
Integrating
 “To integrate means to change an
organization‟s consciousness from
mechanistic to organic.”
 “Ma...
6-10-03 51
Integrating
 “That internal sense of belonging, of
interdependence, is integration. And it is
integration that...
6-10-03 52
Courtship
The Wild Years:
Go-Go
Infancy
Prime
Corporate Lifecycles
The Second Birth
and the
Coming of Age
6-10-03 53
Second Birth/Coming of Age
 Normal Problems
• Conflicts between
partners or decision
makers
• Temporary loss o...
6-10-03 54
Second Birth/Coming of Age
 Normal Problems
• Love – hate
relationship between
the organization and
its entrep...
6-10-03 55
Second Birth/Coming of Age
 Abnormal Problems
• Return to Go-Go and
the founder‟s trap
• Inconsistent goals
• ...
6-10-03 56
Second Birth/Coming of Age
 Abnormal Problems
• Divide-and-rule
management
• Imposition of
excessive and
expen...
6-10-03 57
Integration and Administration
 An organization can achieve a timely move to
the coming of age cycle if manage...
6-10-03 58
Goals
 Institutionalize entrepreneurship as
administration grows
 Switch from a sales orientation to a profit...
6-10-03 59
Sources of Managerial Energy
a
i
p
a = authority
p = power
i = influence
a = the right to make a decision
to sa...
6-10-03 60
Shared Values
Strategy
Structure
Systems
Style
Staff
Skills
McKinsey 7-S Framework
6-10-03 61
ProductionCreative
Project
Mgmt
Client
Account
Mgmt
Accounting
Supplier
Partners
Warehouse
ESI
ESI Framework
6-10-03 62
Agenda I - Plan of Attack
 Current Status
 Work Flow
 Work-in-House, booked, finished this year, last year
...
6-10-03 63
Agenda II - Plan of Attack
 Everybody works for me – nobody works for me.
• Find the champions.
 Get to the c...
6-10-03 64
Agenda II - Plan of Attack
 Communications audit.
• Look for the culture in the tangibles.
 Performance manag...
6-10-03 65
Agenda II - Plan of Attack
 Financials & Purchasing
• Where‟s the money?
 In revenue
 In cost – fixed and va...
6-10-03 66
Laws
 All living systems seek to be effective and efficient in
the short and long run…
 …using their fixed am...
6-10-03 67
Laws
 Disintegration occurs because the subsystems that
comprise any system do not change all at the same
time...
6-10-03 68
“Leadership is the art of accomplishing
more than the science of management
says is possible.”
General Colin Po...
6-10-03 69
Lesson 16
 Command is lonely.
Colin Powell
6-10-03 70
Event Solutions International
ESI
Presented by:
First Light LLC – jgillis767@aol.com
6-10-03
Veritas
First Light LLC
John Gillis
jgillis767@aol.com
248-770-0485
6-10-03 71
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Organizational development esi_08292013

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A description of the problems and solutions organizations experience as they go through their lifecycles.

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Organizational development esi_08292013

  1. 1. 6-10-03 1 Event Solutions International Organizational Development Presented by: First Light LLC – jgillis767@aol.com
  2. 2. 6-10-03 2 Event Management and Logistics  Consumer events  Launch events  Motorsports events  Owner loyalty events  Promotional events  Sales training events Hands-on Inviting Live Memorable Dynamic Experiential Targeted
  3. 3. 6-10-03 3 Strategy Structure Chandler Model
  4. 4. 6-10-03 4 Shared Values Strategy Structure Systems Style Staff Skills McKinsey 7-S Framework
  5. 5. 6-10-03 5 Principles 1. Division of work. To produce more and better work with the same effort. 2. Authority and responsibility. Personal authority is the indispensable complement of official authority. 3. Discipline. Obedience, application, energy, behaviour and outward marks of respect. 4. Unity of command. An employee should receive orders from one superior . 5. Unity of direction. One head and one plan for a group of activities having the same objective. 6. Subordination of individual interest to the general interest. Fayol
  6. 6. 6-10-03 6 Principles 7. Remuneration of personnel. Should be fair and afford satisfaction both to personnel and firm. 8. Centralization. The finding of the measure which affords the best overall yield. 9. Scalar chain. The chain of superiors ranging from the ultimate authority to the lowest ranks. Route of communications. 10. Order. A place for everything and everything in its place. 11. Equity. Results from the combination of kindliness and justice. 12. Stability of tenure of personnel. A mediocre manager who stays is preferable to outstanding managers who come and go. Fayol
  7. 7. 6-10-03 7 13. Initiative. The power of thinking and executing, and the freedom to propose and execute. Tact and integrity required. 14. Esprit de corps. „Union is strength.‟ Harmony, union among the personnel of a company, is great strength in that company. Principles Fayol
  8. 8. 6-10-03 8 Infrastructure People, process, technology Context Product, service, live, print, Internet Content Ideas,goals, purpose, VMV How‟s it working? How do we deliver it? What‟s the strategy? BattlefieldLogisticsCommand Action Matrix Organization Communication Big Picture – Event Picture
  9. 9. 6-10-03 9 Battlefield Infrastructure  People • Yours, mine and ours  Process • People, budgets and schedules • Macro and micro  Technology • Operational • Deliverable
  10. 10. 6-10-03 10 ESI INFRASTRUCTURE PEOPLE
  11. 11. 6-10-03 11 Lesson 1  Being responsible sometimes means pissing people off. Colin Powell
  12. 12. 6-10-03 12 Lesson 2  The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership. Colin Powell
  13. 13. 6-10-03 13 People  What do you want me to do?  Why is it important?  How do I do it?  What‟s in it for me?  How do I know when I‟ve done it right?
  14. 14. 6-10-03 14 People  What would you like me to keep doing?  What would you like me to do more of?  What would you like me to do less of?  What would you like me to stop doing?  What would you like me to start doing? Mordecai Magencey
  15. 15. 6-10-03 15 Lesson 3  Organization doesn‟t really accomplish anything. Plans don‟t accomplish anything either. Theories of management don‟t much matter. Endeavors succeed or fail because of the people involved. Only by attracting the best people will you accomplish great deeds. Colin Powell
  16. 16. 6-10-03 16 Lesson 4  Powell‟s rules for picking people: Look for intelligence and judgment, and most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego, and the drive to get things done. Colin Powell
  17. 17. 6-10-03 17 Lesson 5  Have fun in your command. Don‟t always run at a breakneck pace. Take leave when you‟ve earned it: spend time with your families.  Corollary: surround yourself with people who take their work seriously, but not themselves – those who work hard and play hard. Colin Powell
  18. 18. 6-10-03 18 People Questions? Comments?
  19. 19. 6-10-03 19 ESI INFRASTRUCTURE PROCESS
  20. 20. 6-10-03 20 Lesson 6  Never neglect details. When everyone‟s mind is dulled or distracted the leader must be doubly vigilant. Colin Powell
  21. 21. 6-10-03 21 Lesson 7  You don‟t know what you can get away with until you try. Colin Powell
  22. 22. 6-10-03 22 Lesson 8  Keep looking below surface appearances. Don‟t shrink from doing so (just) because you might not like what you find. Colin Powell
  23. 23. 6-10-03 23 Lesson 9  Perpetual optimism is a force multiplier. Colin Powell
  24. 24. 6-10-03 24 Lesson 10  Great leaders are almost always great simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand. Colin Powell
  25. 25. 6-10-03 25 Lesson 11  Part I: • Use the formula P = 40 to 70, in which P stands for the probability of success and the numbers indicate the percentage of information acquired.  Part II: • Once the information is in the 40 to 70 range, go with your gut. Colin Powell
  26. 26. 6-10-03 26 Lesson 12  The commander in the field is always right and the rear echelon is wrong, unless proved otherwise. Colin Powell
  27. 27. 6-10-03 27 Process  Business happens horizontally.  Input – Process – Output  The problems and solutions usually occur at the interfaces, connections and handoffs.  Systems thinking.  A way of doing business.
  28. 28. 6-10-03 28 ISO  “Say what you do and do what you say.”  Make the process explicit. • ISO elements • System Level Procedures (SLPs) • Work Instructions  Process Owners. • Accountability and responsibility • Review, monitor, measure, improve  Management Responsibility.
  29. 29. 6-10-03 29 Process  Quality System  Corrective and Preventive Action  Continuous Improvement  Radical Improvement  Customer Satisfaction
  30. 30. 6-10-03 30 Process Questions? Comments?
  31. 31. 6-10-03 31 ESI INFRASTRUCTURE TECHNOLOGY
  32. 32. 6-10-03 32 Lesson 13  Don‟t be buffaloed by experts and elites. Experts often possess more data than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are nicked by the real world. Colin Powell
  33. 33. 6-10-03 33 Lesson 14  Fit no stereotypes. Don‟t chase the latest management fads. The situation dictates which approach best accomplishes the team‟s mission. Colin Powell
  34. 34. 6-10-03 34 Lesson 15  Don‟t be afraid to challenge the pros, even in their own backyard. Colin Powell
  35. 35. 6-10-03 35 Questions  The role of technology in the future of ESI?  The cost of technology in the infrastructure of ESI?  The role of technology in long-term efficiency?  The role of technology in integration?
  36. 36. 6-10-03 36 Technology Questions? Comments?
  37. 37. 6-10-03 37 Management  SOMMD  Sets objectives  Organizes  Motivates and communicates  Measures  Develops people Peter Ferdinand Drucker
  38. 38. 6-10-03 38 Respect & Professionalism  “If Judge MacMahon had been asked what he was training Paul Crotty, Ken Caruso, Jim Duff, David Denton, or Rudy Giuliani or any of his clerks to be, he would have said it was to be a fine trial lawyer. Being able to communicate, being able to explain, being able to simplify. He expected a lot from lawyers because he saw them as professionals, from whom one should expect the highest standards…the high standards he set were born out of respect.” Rudolf W. Giuliani
  39. 39. 6-10-03 39 Corporate Lifecycles  Infancy  The Wild Years: Go-Go  The Second Birth and the Coming of Age  Prime  The Signs of Aging  Aristocracy  The Final Decay Adizes Prime = Optimal condition of the lifecycle – balance between self-control and flexibility.
  40. 40. 6-10-03 40 Courtship The Wild Years: Go-Go Infancy Prime Corporate Lifecycles The Second Birth and the Coming of Age
  41. 41. 6-10-03 41 The Wild Years: Go-Go  Normal Problems • Self confidence • Eagerness • High Energy • Sales orientation • Seeking what else to do • Sales beyond capability to deliver • Insufficient cost controls • Insufficiently disciplined staff meetings • No consistent salary administration • Increasingly remote leadership Adizes
  42. 42. 6-10-03 42 The Wild Years: Go-Go  Normal Problems • Leadership‟s inflated expectations • Unclear communication • Hope for miracles • Unclear responsibilities • Company subject to criticism • Internal disintegration • Cracking infrastructure • Workable people- centric org structure • Everything is a priority? • Founder indispensable Adizes
  43. 43. 6-10-03 43 The Wild Years: Go-Go  Abnormal Problems • Arrogance • Lack of Focus • Energy too thinly spread • Sales and premature profit orientation • No boundaries on what to do • Selling despite inability to deliver quality • No cost controls • No staff meetings • Overpaid employees • Leadership‟s paranoia Adizes
  44. 44. 6-10-03 44 The Wild Years: Go-Go  Abnormal Problems • No communication • Reliance on miracles • Lack of accountability • Diminishing mutual trust and respect • Collapsing infrastructure • Unworkable people- centric organizational structure • Everything is a priority! Adizes
  45. 45. 6-10-03 45 Institutionalizing Leadership  It is the difficult process of transferring the integration function that retards companies‟ abilities to institutionalize entrepreneurial functions.  For a company to preserve its hard-won gains, it must make the change from management-by- intuition and management-by-the-seat-of the pants – Go-Go management – to a more professional process. Adizes
  46. 46. 6-10-03 46 Guns or Butter  The sooner the Go – Go realizes the necessity for setting priorities, the faster it will focus and become more efficient. The organization must learn that resources are limited and that the law of opportunity- costs prevails. Doing one thing means that one cannot do something else – and the cost of doing one thing is the price of not doing another. Adizes
  47. 47. 6-10-03 47 Goals  Teamwork  Build integration to reduce the need for administrative systems  Purpose  Focus  Get over the “We‟re too busy to get organized.”  Grow up
  48. 48. 6-10-03 48 ESI Efficient in the short run SystematizedAdminister Effective in the short run FunctionalProvide the desired needs Input (Role) Throughput Output Effective in the long run Efficient in the long run Proactive Organic Entrepreneur Integrate Adizes
  49. 49. 6-10-03 49 Entrepreneuring  “We cannot afford the luxury of waiting to see the future before we decide what to do in the present.” Adizes  “Imagination is more important than knowledge.” Einstein  Creativity and risk taking.  Planning. Adizes
  50. 50. 6-10-03 50 Integrating  “To integrate means to change an organization‟s consciousness from mechanistic to organic.”  “Managers are as good as their ability to analyze the purpose of their organizations as well as the needs and wants of the people who will accomplish the purpose.” Adizes
  51. 51. 6-10-03 51 Integrating  “That internal sense of belonging, of interdependence, is integration. And it is integration that makes an organization efficient.” Adizes
  52. 52. 6-10-03 52 Courtship The Wild Years: Go-Go Infancy Prime Corporate Lifecycles The Second Birth and the Coming of Age
  53. 53. 6-10-03 53 Second Birth/Coming of Age  Normal Problems • Conflicts between partners or decision makers • Temporary loss of vision • Founder‟s acceptance of organizational sovereignty • Incentive systems rewarding wrong behavior • Yo-yo delegation of authority • Policies made but not adhered to • Board of directors‟ attempt to exert controls Adizes
  54. 54. 6-10-03 54 Second Birth/Coming of Age  Normal Problems • Love – hate relationship between the organization and its entrepreneurial leadership • Difficulty changing leadership style • Entrepreneurial role monopolized and personalized • Lack of controls • Lack of accountability • Low morale • Lack of profit-sharing scheme • Rising profits, flat sales Adizes
  55. 55. 6-10-03 55 Second Birth/Coming of Age  Abnormal Problems • Return to Go-Go and the founder‟s trap • Inconsistent goals • Organizational paralysis during endless power shifts • Rapid decline in mutual trust and respect • Excessive internal politics • Unchanging dysfunctional leadership style • Entrepreneur‟s refusal to delegate the role to a depersonalized role Adizes
  56. 56. 6-10-03 56 Second Birth/Coming of Age  Abnormal Problems • Divide-and-rule management • Imposition of excessive and expensive controls • Profit responsibility delegated without capability to manage it • Excessive salaries to retain employees • Rising profits, falling sales Adizes
  57. 57. 6-10-03 57 Integration and Administration  An organization can achieve a timely move to the coming of age cycle if management consciously determines that the company is doing well and that now is the time to turn inward and organize.  Extra rules and controls are necessary only for those who lack a system of values to support them. Adizes
  58. 58. 6-10-03 58 Goals  Institutionalize entrepreneurship as administration grows  Switch from a sales orientation to a profit orientation  Modify the reward systems  Modify the recognition and appreciation system  Integrate
  59. 59. 6-10-03 59 Sources of Managerial Energy a i p a = authority p = power i = influence a = the right to make a decision to say yes and no to change i = cause people to act without resorting to authority or power p = the capability to punish and reward Adizes
  60. 60. 6-10-03 60 Shared Values Strategy Structure Systems Style Staff Skills McKinsey 7-S Framework
  61. 61. 6-10-03 61 ProductionCreative Project Mgmt Client Account Mgmt Accounting Supplier Partners Warehouse ESI ESI Framework
  62. 62. 6-10-03 62 Agenda I - Plan of Attack  Current Status  Work Flow  Work-in-House, booked, finished this year, last year  Reporting Structures  Cost Control  Efficiency  Warehouse  Bottom Line  Financials  Purchasing
  63. 63. 6-10-03 63 Agenda II - Plan of Attack  Everybody works for me – nobody works for me. • Find the champions.  Get to the core – building blocks and essentials of everything. • Make things as simple as possible, but not simpler.  This is a big company – this is a small company. • Simultaneous loose-tight approach. • Concurrent approach. • Evolving model/scenario.
  64. 64. 6-10-03 64 Agenda II - Plan of Attack  Communications audit. • Look for the culture in the tangibles.  Performance management • What gets rewarded gets done. • Skills – Knowledge – Attitude – Behavior.  The end is inherent in the means. • If you manipulate you get distrust. • If you mobilize you get commitment.  Process Approach
  65. 65. 6-10-03 65 Agenda II - Plan of Attack  Financials & Purchasing • Where‟s the money?  In revenue  In cost – fixed and variable  In people  In pricing  In buying  In overhead  In profit • What are the Goals?
  66. 66. 6-10-03 66 Laws  All living systems seek to be effective and efficient in the short and long run…  …using their fixed amount of energy in the most efficient way possible.  The pattern is the lifecycle.  The more integration a system has, the shorter the route to prime.  As long as there is change, there will be problems.  All problems are created by disintegration. Adizes
  67. 67. 6-10-03 67 Laws  Disintegration occurs because the subsystems that comprise any system do not change all at the same time.  The role of the leaders is to lead change, integrate to solve the problems created by change, and prepare the system for the next cycle.  Integration predicts development, and lack of it predicts decay. Adizes
  68. 68. 6-10-03 68 “Leadership is the art of accomplishing more than the science of management says is possible.” General Colin Powell Chairman (Ret), Joint Chiefs of Staff Secretary of State United States of America
  69. 69. 6-10-03 69 Lesson 16  Command is lonely. Colin Powell
  70. 70. 6-10-03 70 Event Solutions International ESI Presented by: First Light LLC – jgillis767@aol.com
  71. 71. 6-10-03 Veritas First Light LLC John Gillis jgillis767@aol.com 248-770-0485 6-10-03 71
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