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Ending War Thru Collaborative Strategy
Ending War Thru Collaborative Strategy
Ending War Thru Collaborative Strategy
Ending War Thru Collaborative Strategy
Ending War Thru Collaborative Strategy
Ending War Thru Collaborative Strategy
Ending War Thru Collaborative Strategy
Ending War Thru Collaborative Strategy
Ending War Thru Collaborative Strategy
Ending War Thru Collaborative Strategy
Ending War Thru Collaborative Strategy
Ending War Thru Collaborative Strategy
Ending War Thru Collaborative Strategy
Ending War Thru Collaborative Strategy
Ending War Thru Collaborative Strategy
Ending War Thru Collaborative Strategy
Ending War Thru Collaborative Strategy
Ending War Thru Collaborative Strategy
Ending War Thru Collaborative Strategy
Ending War Thru Collaborative Strategy
Ending War Thru Collaborative Strategy
Ending War Thru Collaborative Strategy
Ending War Thru Collaborative Strategy
Ending War Thru Collaborative Strategy
Ending War Thru Collaborative Strategy
Ending War Thru Collaborative Strategy
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Ending War Thru Collaborative Strategy

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There's a cold war inside our companies and it looks like "us" versus "them." When an organization struggles, the executive suite furrows its brow and says their team, "Just isn't executing well." …

There's a cold war inside our companies and it looks like "us" versus "them." When an organization struggles, the executive suite furrows its brow and says their team, "Just isn't executing well." Meanwhile, the rest of the organization shakes their heads and says of the executive suite, "They just don't get it." Operational leaders complain of a lack of support.

How can we stop this value-destroying madness? How can we capture the value lost when we fight the "us vs. them" war? The new paradigm for business success is reframing the conflict into "us vs. the problem." There is a specific framework of business rules of engagement that each of us can adopt to end the war. This talk is about that collaborative model.

Published in: Business, Automotive, Technology
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  • 1. Ending The War Inside Your Organization Nilofer Merchant | May 2009
  • 2. WAR There’s a inside raging Our Organizations Nilofer Merchant, PWBC ©2009 l Rise Above, Enjoy The View. l Creative Commons License Page 2
  • 3. What is Said “They’re not supporting me” “They’re not executing well” “They just don’t get it” Nilofer Merchant, PWBC ©2009 l Rise Above, Enjoy The View. l Creative Commons License Page 3
  • 4. What is believed • … it’s a people problem Nilofer Merchant, PWBC ©2009 l Rise Above, Enjoy The View. l Creative Commons License Page 4
  • 5. In truth: It is not a people problem, but a systems problem Nilofer Merchant, PWBC ©2009 l Rise Above, Enjoy The View. l Creative Commons License Page 5
  • 6. The Myth Good strategy leads to good execution Good Strategy Good Execution Nilofer Merchant, PWBC ©2009 l Rise Above, Enjoy The View. l Creative Commons License Page 6
  • 7. The Myth Played Out: Nilofer Merchant, PWBC ©2009 l Rise Above, Enjoy The View. l Creative Commons License Page 7
  • 8. The Reality: The “How” Matters Nilofer Merchant, PWBC ©2009 l Rise Above, Enjoy The View. l Creative Commons License Page 8
  • 9. When the How affects results Disconnects Costs Air sandwich Bad decisions made in middle Don’t consult right people to interpret Fix wrong problem or create impractical data approach Impractical approach or conflicting Ideas not vetted broadly guidelines Lack of broad understanding of strategy Conflict, frustration, and malaise Tension over “wrong people” often No broad commitment to common really caused by operating practices or cause models Nilofer Merchant, PWBC ©2009 l Rise Above, Enjoy The View. l Creative Commons License Page 9
  • 10. A Profound Truth If you are arguing about the how, you don’t agree on the what Nilofer Merchant, PWBC ©2009 l Rise Above, Enjoy The View. l Creative Commons License Page 10
  • 11. Let ‘Em Think From this To this Command & Control Everybody thinks Nilofer Merchant, PWBC ©2009 l Rise Above, Enjoy The View. l Creative Commons License Page 11
  • 12. Rules of Collaborative Engagement Power Decision Ideas Process People distribution making Nilofer Merchant, PWBC ©2009 l Rise Above, Enjoy The View. l Creative Commons License Page 12
  • 13. Culture Is Key to Collaboration Nilofer Merchant, PWBC ©2009 l Rise Above, Enjoy The View. l Creative Commons License Page 13
  • 14. Early Warning Signs Inclusiveness vs. Exclusivity Highly Controlled vs. Iterative Process Culture of Learning vs. Culture of Knowing Nilofer Merchant, PWBC ©2009 l Rise Above, Enjoy The View. l Creative Commons License Page 14
  • 15. Build a Culture of Inclusivity Nilofer Merchant, PWBC ©2009 l Rise Above, Enjoy The View. l Creative Commons License Page 15
  • 16. Build an Iterative Process Nilofer Merchant, PWBC ©2009 l Rise Above, Enjoy The View. l Creative Commons License Page 16
  • 17. Build a Culture of Learning Nilofer Merchant, PWBC ©2009 l Rise Above, Enjoy The View. l Creative Commons License Page 17
  • 18. All of this implies: You know how to open spigot and close spigot Nilofer Merchant, PWBC ©2009 l Rise Above, Enjoy The View. l Creative Commons License Page 18
  • 19. You’ve Gotta Have a Way to Pick Nilofer Merchant, PWBC ©2009 l Rise Above, Enjoy The View. l Creative Commons License Page 19
  • 20. Tension Creates Opportunity Nilofer Merchant, PWBC ©2009 l Rise Above, Enjoy The View. l Creative Commons License Page 20
  • 21. The Future Inclusiveness Iterative Learning Organizations… And Tough Choices or MurderBoard Nilofer Merchant, PWBC ©2009 l Rise Above, Enjoy The View. l Creative Commons License Page 21
  • 22. Strategy Creation ≠ Data Generation Nilofer Merchant, PWBC ©2009 l Rise Above, Enjoy The View. l Creative Commons License Page 22
  • 23. Your Choice … Nilofer Merchant, PWBC ©2009 l Rise Above, Enjoy The View. l Creative Commons License Page 23
  • 24. Collaborative Approach What + Way Better Outcomes Nilofer Merchant, PWBC ©2009 l Rise Above, Enjoy The View. l Creative Commons License Page 24
  • 25. Nilofer Merchant CEO / Chief Strategist Rubicon (408) 395-3910 nilofer@rubiconconsulting.com Twitter: @nilofer Page 25
  • 26. Win Markets Trusted Advisors to high-tech firms seeking to transform their visions into strategies, strategies into plans, and plans into results. Practices: Define / Design / Defend / Optimize Nilofer Merchant, PWBC ©2009 l Rise Above, Enjoy The View. l Creative Commons License Page 26

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