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Getting Seat At The Table
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Getting Seat At The Table

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This is a talk about how to get from looking into the conference room to being in the room driving the tough decisions. Originally delivered in 2007 at the ABI conference.

This is a talk about how to get from looking into the conference room to being in the room driving the tough decisions. Originally delivered in 2007 at the ABI conference.

Published in: Business, Career

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  • 1. Seat at the Table Nilofer Merchant, CEO Prepared for ABI | October 2007 ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential
  • 2. About Rubicon • Help high tech organizations win markets through business and market strategy – Since 1999 – Practices: define, deliver, defend, optimize ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 2
  • 3. Looking In ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 3
  • 4. What to Expect Guide / • Common Beliefs / Reality 30 Min • Strategic Decision Framework 30 Min Q&A through-out ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 4
  • 5. Some thoughts about sucking up ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 5
  • 6. Common Beliefs or Top 10 Myths State • #10: Do more, get promoted • #9: It’s about who you know • #8: Prove I’m Smarter. Smarter = better. There’s got to be an answer • #7: • #6: Challenging the boss = bad idea Check • #5: No need to sell a good idea • #4: I won’t tell you bad news, cause it’ll hurt • #3: Down playing reality /positive news is crucial • #2: When everyone likes me, I’ll get promoted Think • #1: I know more; they know more ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential
  • 7. ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential
  • 8. two types What if there are of decisions, and I only see one? ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 8
  • 9. Great Tactics Take You Up the Ladder • Work hard, analyze data, formulate plan • Decision making based on expertise and data – Make decisions about stuff we know – Think about it – Devise a “strategy” for what to do ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 9
  • 10. Tactical Decisions • Means and ends known • Largely rational • Commitments = 1 year or less • Investments known • Made by people who want to get closure • Low barriers to action (money, resources) Example: Relationship marketing program ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 10
  • 11. Strategic Decisions • Means and ends must be discovered • Intuitive / holistic type decision • Discovery is transforming • Typically mired in adversity • Organizational program and human condition must change Example: Entering new market or acquisition ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 11
  • 12. The Game Changes as You Rise in the Organization Corporate strategic thinking Expert tactical execution ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 12
  • 13. Know Which Toolkit to Use • Decisions change as move up the food chain • Know what kind of decision • Need to refresh toolkit ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 13
  • 14. Entering Requires Advanced Tools • See • Listen • Sort • Apply values ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 14
  • 15. See • Clear, factual, unbounded – Reach outside own dataset – Broaden what you know – See what is today – Inquire into what is possible – Seek to know more, confirm, test ideas ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 15
  • 16. Listen • Approach change with openness – The world keeps changing – Beliefs about world may be uncertain • Change the way you listen – Become a generative listener ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 16
  • 17. Sort • Most decisions – Most of how we think is designed to work with complete information – Facts can be added, but not deleted • Strategic decisions involve incomplete or changing information – Embrace uncertainty and alternatives ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 17
  • 18. Values • EQ • Requires psychological and spiritual maturity • Have to give something up ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 18
  • 19. Some Resources • A Whole New Mind by Daniel Pink • Six Hats by Edward DeBono • Faces of Innovation by Tom Kelly • Emotional Intelligence by Daniel Goldman • HBR: Managing Uncertainty ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 19
  • 20. Wrapping Up • Looking in to getting in • Dispel myths • Know what kind of decision needed • One final tip… – CEO business goals… ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 20
  • 21. Q&A
  • 22. 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 BAPTIE ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 22