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AdVTech LDP 2010

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AdVTech LDP 2010 Presentation Transcript

  • 1. Leadership Development Programme Strategy module Nov 2010
  • 2. Agenda
  • 3. Agenda idealism meets the real world
  • 4. Agenda idealism meets the real world understanding why we don’t understand
  • 5. Agenda idealism meets the real world understanding why we don’t understand different times requires a different script
  • 6. Agenda idealism meets the real world understanding why we don’t understand different times requires a different script knowing what to do when we don’t know what to do
  • 7. Strategic Drive Chain
  • 8. Strategic Drive Chain G GIN AN CH ORLD W
  • 9. Strategic Drive Chain G G GIN GIN Y AN AN CH ORLD CH UNTR W CO
  • 10. Strategic Drive Chain G G GIN GIN Y ING AN AN NG T CH ORLD CH UNTR A CH ARKE W CO M
  • 11. Strategic Drive Chain G G RS GIN GIN Y ING OL DE AN AN NG T H CH ORLD CH UNTR A CH ARKE KE W CO M STA
  • 12. Strategic Drive Chain G G IP RS GIN GIN Y ING RSH OL DE AN AN NG T DE H CH ORLD CH UNTR A CH ARKE KE W CO M LEA STA
  • 13. Strategic Drive Chain G G AL IP RS GIN GIN Y ING ION S RSH OL DE AN AN NG T AT DE H CH ORLD CH UNTR A CH ARKE NIS ILITIE KE W CO GA LEA STA M OR APAB C
  • 14. Strategic Drive Chain G G AL IP RS GIN GIN Y ING Y ION S RSH OL DE AN AN NG T TEG AT DE H CH ORLD CH UNTR A CH ARKE NIS ILITIE KE W CO STRA GA LEA STA M OR APAB C
  • 15. Strategic Drive Chain G G AL IP RS GIN GIN Y ING Y ION S RSH OL DE AN AN NG T TEG ICS AT DE H CH ORLD CH UNTR A CH ARKE CT NIS ILITIE KE W CO STRA TA GA LEA STA M OR APAB C
  • 16. Strategic Drive Chain EXTERNAL G G AL IP RS GIN GIN Y ING Y ION S RSH OL DE AN AN NG T TEG ICS AT DE H CH ORLD CH UNTR A CH ARKE CT NIS ILITIE KE W CO STRA TA GA LEA STA M OR APAB C FORMULATION
  • 17. Strategic Drive Chain EXTERNAL INTERNAL G G AL IP RS GIN GIN Y ING Y ION S RSH OL DE AN AN NG T TEG ICS AT DE H CH ORLD CH UNTR A CH ARKE CT NIS ILITIE KE W CO STRA TA GA LEA STA M OR APAB C FORMULATION IMPLEMENTATION
  • 18. Strategic Drive Chain EXTERNAL INTERNAL G G AL IP RS GIN GIN Y ING Y ION S RSH OL DE AN AN NG T TEG ICS AT DE H CH ORLD CH UNTR A CH ARKE CT NIS ILITIE KE W CO STRA TA GA LEA STA M OR APAB C FORMULATION IMPLEMENTATION Source: Peter Laburn
  • 19. 6 strategic challenges
  • 20. Strategic Drive Chain EXTERNAL INTERNAL G G AL IP RS GIN GIN Y ING Y ION S RSH OL DE AN AN NG T TEG ICS AT DE H CH ORLD CH UNTR A CH ARKE CT NIS ILITIE KE W CO STRA TA GA LEA STA M OR APAB C FORMULATION IMPLEMENTATION Source: Peter Laburn
  • 21. Strategic Drive Chain EXTERNAL INTERNAL G G AL IP RS GIN GIN Y ING Y ION S RSH OL DE AN AN NG T TEG ICS AT DE H CH ORLD CH UNTR A CH ARKE CT NIS ILITIE KE W CO STRA TA GA LEA STA M OR APAB C FORMULATION IMPLEMENTATION Source: Peter Laburn
  • 22. Strategic Drive Chain EXTERNAL INTERNAL G G AL IP RS GIN GIN Y ING Y ION S RSH OL DE AN AN NG T TEG ICS AT DE H CH ORLD CH UNTR A CH ARKE CT NIS ILITIE KE W CO STRA TA GA LEA STA M OR APAB C FORMULATION IMPLEMENTATION Source: Peter Laburn
  • 23. Strategic Drive Chain EXTERNAL INTERNAL G G AL IP RS GIN GIN Y ING Y ION S RSH OL DE AN AN NG T TEG ICS AT DE H CH ORLD CH UNTR A CH ARKE CT NIS ILITIE KE W CO STRA TA GA LEA STA M OR APAB C FORMULATION IMPLEMENTATION Source: Peter Laburn
  • 24. Strategic Drive Chain EXTERNAL INTERNAL G G AL IP RS GIN GIN Y ING Y ION S RSH OL DE AN AN NG T TEG ICS AT DE H CH ORLD CH UNTR A CH ARKE CT NIS ILITIE KE W CO STRA TA GA LEA STA M OR APAB C FORMULATION IMPLEMENTATION Source: Peter Laburn
  • 25. Strategic Drive Chain EXTERNAL INTERNAL G G AL IP RS GIN GIN Y ING Y ION S RSH OL DE AN AN NG T TEG ICS AT DE H CH ORLD CH UNTR A CH ARKE CT NIS ILITIE KE W CO STRA TA GA LEA STA M OR APAB C FORMULATION IMPLEMENTATION Source: Peter Laburn
  • 26. Strategic Drive Chain EXTERNAL INTERNAL G G AL IP RS GIN GIN Y ING Y ION S RSH OL DE AN AN NG T TEG ICS AT DE H CH ORLD CH UNTR A CH ARKE CT NIS ILITIE KE W CO STRA TA GA LEA STA M OR APAB C FORMULATION IMPLEMENTATION Source: Peter Laburn
  • 27. Strategic Drive Chain EXTERNAL INTERNAL G G AL IP RS GIN GIN Y ING Y ION S RSH OL DE AN AN NG T TEG ICS AT DE H CH ORLD CH UNTR A CH ARKE CT NIS ILITIE KE W CO STRA TA GA LEA STA M OR APAB C FORMULATION IMPLEMENTATION Source: Peter Laburn
  • 28. 6 strategic challenges
  • 29. 6 strategic challenges We interpret our world / markets through an inappropriate / old fashioned lens We use outdated / static formulation processes We have conflicting agendas amongst stakeholders Our leadership is not leadership Our organizational capabilities are not aligned or complimenting with each other Our purpose / values are either not well defined, not taken as sacrosanct / flimsy or simply ignored
  • 30. what shapes our future ? Past thinking of Futurist’s 80 % continuation 15 % cycles 5 % novelty Source: Jim Dator - University of Hawaii, !"#$%$&"'()*&+",+%$&+(-.+(/"0"1*2"3454"""
  • 31. what shapes our future ? Current thinking of Past thinking of Futurist’s Futurist’s 80 % continuation 5 % continuation 15 % cycles 15 % cycles 5 % novelty 80 % novelty Source: Jim Dator - University of Hawaii, !"#$%$&"'()*&+",+%$&+(-.+(/"0"1*2"3454"""
  • 32. Anticipating the Future ??
  • 33. Anticipating the Future ?? How do we anticipate the future - things change, unforeseen events overtake us ....... ?????
  • 34. Anticipating the Future ?? How do we anticipate the future - things change, unforeseen events overtake us ....... ?????
  • 35. Anticipating the Future ?? How do we anticipate the future - things change, unforeseen events overtake us ....... ????? “Change is the dizzying disorientation brought upon by the premature arrival of the future” Alvin Toffler
  • 36. Unknown unknown’s
  • 37. Unknown unknown’s
  • 38. Unknown unknown’s “ There are known knowns; there are things we know that we know.
  • 39. Unknown unknown’s “ There are known knowns; there are things we know that we know. There are known unknowns; that is to say, there are things that we now know we donʼt know.
  • 40. Unknown unknown’s “ There are known knowns; there are things we know that we know. There are known unknowns; that is to say, there are things that we now know we donʼt know. But there are also unknown unknowns; there are things we do not know we donʼt know.”
  • 41. Unknown unknown’s “ There are known knowns; there are things we know that we know. There are known unknowns; that is to say, there are things that we now know we donʼt know. But there are also unknown unknowns; there are things we do not know we donʼt know.” United States Secretary of Defense Donald Rumsfeld
  • 42. current vs ideal futures !"#$%$&"'()*&+",+%$&+(-.+(/"0"1*2"3454"""
  • 43. current vs ideal futures !"#$%$&"'()*&+",+%$&+(-.+(/"0"1*2"3454"""
  • 44. current vs ideal futures current future 2015 !"#$%$&"'()*&+",+%$&+(-.+(/"0"1*2"3454"""
  • 45. current vs ideal futures current future 2015 continuation !"#$%$&"'()*&+",+%$&+(-.+(/"0"1*2"3454"""
  • 46. The world of paradigms
  • 47. The world of paradigms Mental models
  • 48. The world of paradigms Mental models Frames of reference
  • 49. The world of paradigms Mental models Frames of reference Lens through which we interpret the world
  • 50. The challenge of unlearning A lesson from Edward de Bono
  • 51. Because information comes in asynchronously, and we need to be able to reorder it regularly
  • 52. Assume the shapes below represent data/information. Arrange the shapes in such a way that you produce a single shape that can be easily explained to someone over the phone.
  • 53. You’ll probably do something like this: “A rectangle where one side is 3 times the length of the other”
  • 54. Now add the following shape:
  • 55. You’ll probably do something like this: “A rectangle where one side is 4 times the length of the other”
  • 56. Now add these two shapes
  • 57. You’ll probably attempt something like this: “Now add two smaller bits, and … Oh, it doesn’t quite fit, but don’t worry too much, because it nearly fits …”
  • 58. You’ll probably attempt something like this: “Now add two smaller bits, and … Oh, it doesn’t quite fit, but don’t worry too much, because it nearly fits …”
  • 59. What you really need to do is take all the data / information and rearrange it from scratch – NOT just add it to your existing shapes. You need to be prepared to unlearn!
  • 60. You could end up with something like this:
  • 61. The world of paradigms
  • 62. The world of paradigms Mental models
  • 63. The world of paradigms Mental models Frames of reference
  • 64. The world of paradigms Mental models Frames of reference Lens through which we interpret the world
  • 65. The world of paradigms Mental models Frames of reference Lens through which we interpret the world Good and bad
  • 66. The world of paradigms Mental models Frames of reference Lens through which we interpret the world Good and bad Paradigm pioneers are at the fringe
  • 67. •! Technology –! E-media •! Inflexible labour •! Quality of state education •! Changing approach to work / employment •! Employment demands •! Increased social consciousness (“take care of people”) •! Globalisation –! Africa focus •! Demand for skills greater & faster than supply •! Teaching methods •! Consumer character / demands •! Changing value systems / family unit •! West / East – changing world dynamics
  • 68. 6 strategic challenges
  • 69. 6 strategic challenges We interpret our world / markets through an inappropriate / old fashioned lens We use outdated / static formulation processes We have conflicting agendas amongst stakeholders Our leadership is not leadership Our organizational capabilities are not aligned or complimenting with each other Our purpose / values are either not well defined, not taken as sacrosanct / flimsy or simply ignored
  • 70. Strategy Formulation
  • 71. Strategy Formulation Ansoff
  • 72. Strategy Formulation Ansoff Michael Porter
  • 73. Strategy Formulation Ansoff BCG Michael Porter
  • 74. Strategy Formulation Ansoff BCG Michael Porter GE Matrix
  • 75. Strategy Formulation Ansoff BCG Michael Porter GE Matrix PIMS
  • 76. Strategy Formulation Ansoff BCG Michael Porter GE Matrix PIMS McKinseys 7 S
  • 77. Strategy Formulation Ansoff BCG Michael Porter GE Matrix PIMS How useful today ? McKinseys 7 S
  • 78. The Missing Dimension The Prevailing Approach: Strategy as a Set Solution Goal Leadership Form Time Frame Ongoing Activity Montgomery: Putting Leadership back into Strategy
  • 79. The Missing Dimension The Prevailing Approach: Strategy as a Set Solution A long-term sustainable competitive advantage Goal Leadership Form Time Frame Ongoing Activity Montgomery: Putting Leadership back into Strategy
  • 80. The Missing Dimension The Prevailing Approach: Strategy as a Set Solution A long-term sustainable competitive advantage Goal The CEO and strategy consultants Leadership Form Time Frame Ongoing Activity Montgomery: Putting Leadership back into Strategy
  • 81. The Missing Dimension The Prevailing Approach: Strategy as a Set Solution A long-term sustainable competitive advantage Goal The CEO and strategy consultants Leadership Unchanging plan that derives from an analytical, left-brain Form exercise Time Frame Ongoing Activity Montgomery: Putting Leadership back into Strategy
  • 82. The Missing Dimension The Prevailing Approach: Strategy as a Set Solution A long-term sustainable competitive advantage Goal The CEO and strategy consultants Leadership Unchanging plan that derives from an analytical, left-brain Form exercise Intense period of formulation followed by prolonged period Time of implementation Frame Ongoing Activity Montgomery: Putting Leadership back into Strategy
  • 83. The Missing Dimension The Prevailing Approach: Strategy as a Set Solution A long-term sustainable competitive advantage Goal The CEO and strategy consultants Leadership Unchanging plan that derives from an analytical, left-brain Form exercise Intense period of formulation followed by prolonged period Time of implementation Frame Defending an established Ongoing strategy through time Activity Montgomery: Putting Leadership back into Strategy
  • 84. Strategy by Route Map
  • 85. Strategy by Route Map Where
we
 are
today
  • 86. Strategy by Route Map Where
we
 want
to
be Where
we
 are
today
  • 87. Strategy by Route Map Where
we
 want
to
be What
you 
will
do Where
we
 are
today
  • 88. Strategy by Route Map Where
we
 want
to
be What
you 
will
do Where
we
 are
today
  • 89. Strategy by Route Map Where
we
 want
to
be What
you 
will
do Where
we
 are
today
  • 90. Strategy by Route Map Where
we
 want
to
be What
you 
will
do Where
we
 are
today
  • 91. Strategy by Route Map Where
we
 want
to
be What
you 
will
do Where
we
 are
today
  • 92. Strategy by Route Map Where
we
 want
to
be What
you 
will
do Where
we
 are
today
  • 93. Strategy by Route Map Where
we
 want
to
be What
you 
will
do Where
we
 are
today
  • 94. Strategy by Route Map Where
we
 want
to
be What
you 
will
do Where
we
 are
today
  • 95. Strategy by Route Map Where
we
 want
to
be What
you 
will
do Where
we
 are
today After: Henry Mintzberg
  • 96. Strategy by Route Map Where
we
 3
Strategic
Fallacies
 want
to
be What
you 
will
do Where
we
 are
today After: Henry Mintzberg
  • 97. Strategy by Route Map Where
we
 3
Strategic
Fallacies
 want
to
be Predic1on
 What
you 
will
do Where
we
 are
today After: Henry Mintzberg
  • 98. Strategy by Route Map Where
we
 3
Strategic
Fallacies
 want
to
be Predic1on
 Detachment What
you 
will
do Where
we
 are
today After: Henry Mintzberg
  • 99. Strategy by Route Map Where
we
 3
Strategic
Fallacies
 want
to
be Predic1on
 Detachment Formaliza1on What
you 
will
do Where
we
 are
today After: Henry Mintzberg
  • 100. Strategy by Route Map Where
we
 3
Strategic
Fallacies
 want
to
be Predic1on
 CEO Detachment Chief Extraction Officer Formaliza1on What
you 
will
do Where
we
 are
today After: Henry Mintzberg
  • 101. 6 strategic challenges
  • 102. 6 strategic challenges We interpret our world / markets through an inappropriate / old fashioned lens We use outdated / static formulation processes We have conflicting agendas amongst stakeholders Our leadership is not leadership Our organizational capabilities are not aligned or complimenting with each other Our purpose / values are either not well defined, not taken as sacrosanct / flimsy or simply ignored
  • 103. The conflicting agendas of stakeholders
  • 104. The conflicting agendas of stakeholders Who are all your stakeholders - at all levels ? What do they want out of the ‘level’ - ie what is their agenda ? To what extent are these aligned / in conflict ? Is it possible to ‘get them aligned’ ? When is doubt - whose agenda is followed ?
  • 105. 6 strategic challenges
  • 106. 6 strategic challenges We interpret our world / markets through an inappropriate / old fashioned lens We use outdated / static formulation processes We have conflicting agendas amongst stakeholders Our leadership is not leadership Our organizational capabilities are not aligned or complimenting with each other Our purpose / values are either not well defined, not taken as sacrosanct / flimsy or simply ignored
  • 107. 6 strategic challenges
  • 108. 6 strategic challenges We interpret our world / markets through an inappropriate / old fashioned lens We use outdated / static formulation processes We have conflicting agendas amongst stakeholders Our leadership is not leadership Our organizational capabilities are not aligned or complimenting with each other Our purpose / values are either not well defined, not taken as sacrosanct / flimsy or simply ignored
  • 109. 6 strategic challenges
  • 110. 6 strategic challenges We interpret our world / markets through an inappropriate / old fashioned lens We use outdated / static formulation processes We have conflicting agendas amongst stakeholders Our leadership is not leadership Our organizational capabilities are not aligned or complimenting with each other Our purpose / values are either not well defined, not taken as sacrosanct / flimsy or simply ignored
  • 111. Agenda
  • 112. Agenda idealism meets the real world
  • 113. Agenda idealism meets the real world understanding why we don’t understand
  • 114. Agenda idealism meets the real world understanding why we don’t understand different times requires a different script
  • 115. Agenda idealism meets the real world understanding why we don’t understand different times requires a different script knowing what to do when we don’t know what to do
  • 116. Strategies need to answer 4 key questions !"#$%$&"'()*&+",+%$&+(-.+(/"0"1*2"3454"""
  • 117. Strategies need to answer 4 key questions Do we really understand our markets - what the current realities are, and what is driving them to the future ? !"#$%$&"'()*&+",+%$&+(-.+(/"0"1*2"3454"""
  • 118. Strategies need to answer 4 key questions Do we really understand our markets - what the current realities are, and what is driving them to the future ? Do we really understand the dynamics and competitive forces operating in our world / our country and our industry ? !"#$%$&"'()*&+",+%$&+(-.+(/"0"1*2"3454"""
  • 119. Strategies need to answer 4 key questions Do we really understand our markets - what the current realities are, and what is driving them to the future ? Do we really understand the dynamics and competitive forces operating in our world / our country and our industry ? Do we understand our organizations ethos - who we are and what we stand for - what is non negotiable in our organization ? !"#$%$&"'()*&+",+%$&+(-.+(/"0"1*2"3454"""
  • 120. Strategies need to answer 4 key questions Do we really understand our markets - what the current realities are, and what is driving them to the future ? Do we really understand the dynamics and competitive forces operating in our world / our country and our industry ? Do we understand our organizations ethos - who we are and what we stand for - what is non negotiable in our organization ? What core competencies or unique strategic capabilities do we have vs what we might need !"#$%$&"'()*&+",+%$&+(-.+(/"0"1*2"3454"""
  • 121. what we know about the future !"#$%&'()*+,+"&#-.&/,+,.")&!")"0.12& !"#$%$&"'()*&+",+%$&+(-.+(/"0"1*2"3454"""
  • 122. what we know about the future The only space in time that humans can have an impact on is the future !"#$%&'()*+,+"&#-.&/,+,.")&!")"0.12& !"#$%$&"'()*&+",+%$&+(-.+(/"0"1*2"3454"""
  • 123. what we know about the future The only space in time that humans can have an impact on is the future There is not one future, but many possible futures, including those that are (most) probable as well as preferable futures !"#$%&'()*+,+"&#-.&/,+,.")&!")"0.12& !"#$%$&"'()*&+",+%$&+(-.+(/"0"1*2"3454"""
  • 124. what we know about the future The only space in time that humans can have an impact on is the future There is not one future, but many possible futures, including those that are (most) probable as well as preferable futures The future cannot be predicted, only understood !"#$%&'()*+,+"&#-.&/,+,.")&!")"0.12& !"#$%$&"'()*&+",+%$&+(-.+(/"0"1*2"3454"""
  • 125. what we know about the future The only space in time that humans can have an impact on is the future There is not one future, but many possible futures, including those that are (most) probable as well as preferable futures The future cannot be predicted, only understood The future is not predetermined or ordained !"#$%&'()*+,+"&#-.&/,+,.")&!")"0.12& !"#$%$&"'()*&+",+%$&+(-.+(/"0"1*2"3454"""
  • 126. what we know about the future The only space in time that humans can have an impact on is the future There is not one future, but many possible futures, including those that are (most) probable as well as preferable futures The future cannot be predicted, only understood The future is not predetermined or ordained The future is influenced by our actions !"#$%&'()*+,+"&#-.&/,+,.")&!")"0.12& !"#$%$&"'()*&+",+%$&+(-.+(/"0"1*2"3454"""
  • 127. what we know about the future The only space in time that humans can have an impact on is the future There is not one future, but many possible futures, including those that are (most) probable as well as preferable futures The future cannot be predicted, only understood The future is not predetermined or ordained The future is influenced by our actions A preferred future can to a large extent be produced if we act purposefully in cooperation with others, and with insight, understanding and wisdom. !"#$%&'()*+,+"&#-.&/,+,.")&!")"0.12& !"#$%$&"'()*&+",+%$&+(-.+(/"0"1*2"3454"""
  • 128. 6 strategic challenges
  • 129. 6 strategic challenges We interpret our world / markets through an inappropriate / old fashioned lens - We use outdated / static formulation processes We have conflicting agendas amongst stakeholders Our leadership is not leadership Our organizational capabilities are not aligned or complimenting with each other Our purpose / values are either not well defined, not taken as sacrosanct / flimsy or simply ignored
  • 130. 6 strategic challenges We interpret our world / markets through an inappropriate / old fashioned lens - GET THE PARADIGM RIGHT We use outdated / static formulation processes We have conflicting agendas amongst stakeholders Our leadership is not leadership Our organizational capabilities are not aligned or complimenting with each other Our purpose / values are either not well defined, not taken as sacrosanct / flimsy or simply ignored
  • 131. Strategize in the ‘right’ paradigm
  • 132. Strategize in the ‘right’ paradigm Newtonian • Simplicity • Control • Separation • Uniformity • Certainty • Cause and effect • Linear logic • Binary logic • Empiricism
  • 133. Strategize in the ‘right’ paradigm Newtonian Quantum • Simplicity • Complexity • Control • Influence • Separation • Integration • Uniformity • Diversity • Enquiry • Certainty • Multi causes • Cause and effect • Systems thinking • Linear logic • Synthetic thinking • Binary logic • Intuition • Empiricism
  • 134. Strategize in the ‘right’ paradigm
  • 135. 6 strategic challenges
  • 136. 6 strategic challenges We interpret our world / markets through an inappropriate / old fashioned lens - We use outdated / static formulation processes We have conflicting agendas amongst stakeholders Our leadership is not leadership Our organizational capabilities are not aligned or complimenting with each other Our purpose / values are either not well defined, not taken as sacrosanct / flimsy or simply ignored
  • 137. 6 strategic challenges We interpret our world / markets through an inappropriate / old fashioned lens - We use outdated / static formulation processes STRATEGIZE RIGHT We have conflicting agendas amongst stakeholders Our leadership is not leadership Our organizational capabilities are not aligned or complimenting with each other Our purpose / values are either not well defined, not taken as sacrosanct / flimsy or simply ignored
  • 138. current vs ideal futures Current reality 2010 !"#$%$&"'()*&+",+%$&+(-.+(/"0"1*2"3454"""
  • 139. current vs ideal futures Current reality 2010 !"#$%$&"'()*&+",+%$&+(-.+(/"0"1*2"3454"""
  • 140. current vs ideal futures Current Current reality 2010 future 2015 !"#$%$&"'()*&+",+%$&+(-.+(/"0"1*2"3454"""
  • 141. current vs ideal futures Current Current reality 2010 future 2015 continuation !"#$%$&"'()*&+",+%$&+(-.+(/"0"1*2"3454"""
  • 142. current vs ideal futures Ideal future 2015 Current Current reality 2010 future 2015 continuation !"#$%$&"'()*&+",+%$&+(-.+(/"0"1*2"3454"""
  • 143. current vs ideal futures Ideal future 2015 Current Current reality 2010 future 2015 continuation !"#$%$&"'()*&+",+%$&+(-.+(/"0"1*2"3454"""
  • 144. current vs ideal futures Ideal future 2015 Current Current reality 2010 future 2015 continuation !"#$%$&"'()*&+",+%$&+(-.+(/"0"1*2"3454"""
  • 145. current vs ideal futures Ideal future 2015 novelty Current Current reality 2010 future 2015 continuation !"#$%$&"'()*&+",+%$&+(-.+(/"0"1*2"3454"""
  • 146. Strategy by GPS
  • 147. Strategy by GPS Where
we
want
to
 be Where
we
are
 today
  • 148. Strategy by GPS Where
we
want
to
 be Where
we
are
 today After: Margaret Wheatley
  • 149. Strategy by GPS Lessons
from
Nature

 
 or
Natural
Systems Where
we
want
to
 Field
Theory be Molecular
Biology Quantum
Physics Chaos
Theory Where
we
are
 today After: Margaret Wheatley
  • 150. Strategy by GPS Lessons
from
Nature

 
 or
Natural
Systems Field
Theory “Are we living in organizations / teams Where
we
want
to
 be Molecular
Biology that are still Newtonian in design - Quantum
Physics where we manage by separating things Chaos
Theory into parts, believing that influence occurs as a direct result of force excerted from one person to another ? We engage in complex strategic planning for a world that we keep expecting to be predictable, and search continually for better methods of objectively measuring Where
we
are
 today and perceiving the world”. After: Margaret Wheatley
  • 151. Strategy by GPS Lessons
from
Nature

 
 or
Natural
Systems Where
we
want
to
 Field
Theory be Molecular
Biology Quantum
Physics Chaos
Theory Where
we
are
 today After: Margaret Wheatley
  • 152. Strategy by GPS Lessons
from
Nature

 Strategic
Applica8ons 
 or
Natural
Systems Where
we
want
to
 Field
Theory Create
a
strategic
field be Molecular
Biology Quantum
Physics Chaos
Theory Where
we
are
 today After: Margaret Wheatley
  • 153. Strategy by GPS Lessons
from
Nature

 Strategic
Applica8ons 
 or
Natural
Systems Where
we
want
to
 Field
Theory Create
a
strategic
field be Molecular
Biology Quantum
Physics Chaos
Theory Where
we
are
 today After: Margaret Wheatley
  • 154. Strategy by GPS Lessons
from
Nature

 Strategic
Applica8ons 
 or
Natural
Systems Where
we
want
to
 Field
Theory Create
a
strategic
field be Molecular
Biology Quantum
Physics Chaos
Theory What
you 
will
NOT
do Philosophically Strategically Opera8onally Where
we
are
 Behaviourally today After: Margaret Wheatley
  • 155. Strategy by GPS Lessons
from
Nature

 Strategic
Applica8ons 
 or
Natural
Systems Where
we
want
to
 Field
Theory Create
a
strategic
field be Molecular
Biology Quantum
Physics Chaos
Theory What
you 
will
NOT
do Philosophically Strategically Opera8onally Where
we
are
 Behaviourally today After: Margaret Wheatley
  • 156. Strategy by GPS Lessons
from
Nature

 Strategic
Applica8ons 
 or
Natural
Systems Where
we
want
to
 Field
Theory Create
a
strategic
field be Molecular
Biology Open
source
info
flow Quantum
Physics Chaos
Theory What
you 
will
NOT
do Philosophically Strategically Opera8onally Where
we
are
 Behaviourally today After: Margaret Wheatley
  • 157. Strategy by GPS Lessons
from
Nature

 Strategic
Applica8ons 
 or
Natural
Systems Where
we
want
to
 Field
Theory Create
a
strategic
field be Molecular
Biology Open
source
info
flow Quantum
Physics Chaos
Theory What
you 
will
NOT
do Philosophically Strategically Opera8onally Where
we
are
 Behaviourally today After: Margaret Wheatley
  • 158. Strategy by GPS Lessons
from
Nature

 Strategic
Applica8ons 
 or
Natural
Systems Where
we
want
to
 Field
Theory Create
a
strategic
field be Molecular
Biology Open
source
info
flow Quantum
Physics Maximize
rela1onships Chaos
Theory What
you 
will
NOT
do Philosophically Strategically Opera8onally Where
we
are
 Behaviourally today After: Margaret Wheatley
  • 159. Strategy by GPS Lessons
from
Nature

 Strategic
Applica8ons 
 or
Natural
Systems Where
we
want
to
 Field
Theory Create
a
strategic
field be Molecular
Biology Open
source
info
flow Quantum
Physics Maximize
rela1onships Chaos
Theory Let
mild
chaos
flow What
you 
will
NOT
do Philosophically Strategically Opera8onally Where
we
are
 Behaviourally today After: Margaret Wheatley
  • 160. Strategy by GPS Lessons
from
Nature

 Strategic
Applica8ons 
 or
Natural
Systems Where
we
want
to
 Field
Theory Create
a
strategic
field be Molecular
Biology Open
source
info
flow Quantum
Physics Maximize
rela1onships Seek the pattern: Chaos
Theory “This is a world where order and change, Let
mild
chaos
flow autonomy and control are not the great opposite that we have thought them to be. This is a world where change and What
you constant creation were ways of sustaining 
will
NOT
do order and capacity” Philosophically Strategically Opera8onally Where
we
are
 Behaviourally today After: Margaret Wheatley
  • 161. Strategy by GPS Lessons
from
Nature

 Strategic
Applica8ons 
 or
Natural
Systems Where
we
want
to
 Field
Theory Create
a
strategic
field be Molecular
Biology Open
source
info
flow Quantum
Physics Maximize
rela1onships Chaos
Theory Let
mild
chaos
flow What
you 
will
NOT
do Philosophically Strategically Opera8onally Where
we
are
 Behaviourally today After: Margaret Wheatley
  • 162. Strategy by GPS Lessons
from
Nature

 Strategic
Applica8ons 
 or
Natural
Systems Where
we
want
to
 Field
Theory Create
a
strategic
field be Molecular
Biology Open
source
info
flow Quantum
Physics Maximize
rela1onships CEO Chief Enabling Chaos
Theory Let
mild
chaos
flow Officer What
you 
will
NOT
do Philosophically Strategically Opera8onally Where
we
are
 Behaviourally today After: Margaret Wheatley
  • 163. The Missing Dimension The Prevailing Approach: What Is Missing: Strategy as Strategy as a a Set Solution Dynamic Process A long-term sustainable competitive advantage Goal The CEO and strategy consultants Leadership Unchanging plan that derives from an analytical, left-brain Form exercise Intense period of formulation followed by prolonged period Time of implementation Frame Defending an established Ongoing strategy through time Activity Montgomery: Putting Leadership back into Strategy
  • 164. The Missing Dimension The Prevailing Approach: What Is Missing: Strategy as Strategy as a a Set Solution Dynamic Process A long-term sustainable Creation of value competitive advantage Goal The CEO and strategy consultants Leadership Unchanging plan that derives from an analytical, left-brain Form exercise Intense period of formulation followed by prolonged period Time of implementation Frame Defending an established Ongoing strategy through time Activity Montgomery: Putting Leadership back into Strategy
  • 165. The Missing Dimension The Prevailing Approach: What Is Missing: Strategy as Strategy as a a Set Solution Dynamic Process A long-term sustainable Creation of value competitive advantage Goal CEO as chief strategist; the The CEO and strategy consultants Leadership job cannot be outsourced Unchanging plan that derives from an analytical, left-brain Form exercise Intense period of formulation followed by prolonged period Time of implementation Frame Defending an established Ongoing strategy through time Activity Montgomery: Putting Leadership back into Strategy
  • 166. The Missing Dimension The Prevailing Approach: What Is Missing: Strategy as Strategy as a a Set Solution Dynamic Process A long-term sustainable Creation of value competitive advantage Goal CEO as chief strategist; the The CEO and strategy consultants Leadership job cannot be outsourced Unchanging plan that derives from an analytical, left-brain Form Organic process that is adaptive, exercise holistic, and open-ended Intense period of formulation followed by prolonged period Time of implementation Frame Defending an established Ongoing strategy through time Activity Montgomery: Putting Leadership back into Strategy
  • 167. The Missing Dimension The Prevailing Approach: What Is Missing: Strategy as Strategy as a a Set Solution Dynamic Process A long-term sustainable Creation of value competitive advantage Goal CEO as chief strategist; the The CEO and strategy consultants Leadership job cannot be outsourced Unchanging plan that derives from an analytical, left-brain Form Organic process that is adaptive, exercise holistic, and open-ended Intense period of formulation followed by prolonged period Time Everyday, continuous, unending of implementation Frame Defending an established Ongoing strategy through time Activity Montgomery: Putting Leadership back into Strategy
  • 168. The Missing Dimension The Prevailing Approach: What Is Missing: Strategy as Strategy as a a Set Solution Dynamic Process A long-term sustainable Creation of value competitive advantage Goal CEO as chief strategist; the The CEO and strategy consultants Leadership job cannot be outsourced Unchanging plan that derives from an analytical, left-brain Form Organic process that is adaptive, exercise holistic, and open-ended Intense period of formulation followed by prolonged period Time Everyday, continuous, unending of implementation Frame Defending an established Ongoing Fostering competitive advantages and strategy through time Activity developing the company through time Montgomery: Putting Leadership back into Strategy
  • 169. As it pursues it’s vision, what will AdVTech not do ?
  • 170. As it pursues it’s vision, what will AdVTech not do ?
  • 171. As it pursues it’s vision, what will AdVTech not do ? la y” P of ie ld “F
  • 172. As it pursues it’s vision, what will AdVTech not do ? Strategically . . Philosophically la y” P of . Behaviourally . ie ld . “F . Operationally . .
  • 173. As it pursues it’s vision, what will AdVTech not do ? Out Strategically of play . . Philosophically la y” P of . Behaviourally . ie ld . “F . Operationally Out . of play .
  • 174. Strategic Intuition
  • 175. Strategic Intuition Ref : William Duggan
  • 176. Strategic Intuition Ref : William Duggan Intuition = flashes of insight
  • 177. Strategic Intuition Ref : William Duggan Intuition = flashes of insight 1 Ordinary intuition – a feeling, gut feel, instinct
  • 178. Strategic Intuition Ref : William Duggan Intuition = flashes of insight 1 Ordinary intuition – a feeling, gut feel, instinct 2. Expert intuition – snap judgements instantly recognizable, something familiar, knowing where the ball will go if you hit it.
  • 179. Strategic Intuition Ref : William Duggan Intuition = flashes of insight 1 Ordinary intuition – a feeling, gut feel, instinct 2. Expert intuition – snap judgements instantly recognizable, something familiar, knowing where the ball will go if you hit it. ! Known, existing spaces – seeing patterns
  • 180. Strategic Intuition - ref William Duggan 3.Strategic Intuition – Doesn’t start with a ‘big idea’ Begins by being open to possibilities Builds off other (very different) ideas It’s a clear thought that slowly evolves Not fast or impulsive It is edified by a multiplicity of factors Takes you into unknown, new spaces Once ‘flash of insight’ occurs - strike fast, pursue
  • 181. About Napoleon !! Source: Strategic Intuition by William Duggan
  • 182. About Napoleon !! Carl von Baron Clausewitz Antoine Jomini Source: Strategic Intuition by William Duggan
  • 183. About Napoleon !! Carl von Baron Clausewitz Antoine Jomini On War - published 1832 Summary of the Art of War - published 1838 Source: Strategic Intuition by William Duggan
  • 184. About Napoleon !! Carl von Baron Clausewitz Antoine Jomini On War - published 1832 Summary of the Art of War - published 1838 1.Examples from History 2. Presence of mind 3. Flash of insight 4. Resolution i.e. Resolve Source: Strategic Intuition by William Duggan
  • 185. About Napoleon !! Carl von Baron Clausewitz Antoine Jomini On War - published 1832 Summary of the Art of War - published 1838 1.Examples from History 2. Presence of mind 1. Figure out where you are ‘A’ 3. Flash of insight 2.Decide where you want to be ‘B’ 4. Resolution i.e. Resolve 3. Make a plan to get from A to B Source: Strategic Intuition by William Duggan
  • 186. About Napoleon !! Carl von Baron Clausewitz Antoine Jomini On War - published 1832 Summary of the Art of War - published 1838 1.Examples from History 2. Presence of mind 1. Figure out where you are ‘A’ 3. Flash of insight 2.Decide where you want to be ‘B’ 4. Resolution i.e. Resolve 3. Make a plan to get from A to B Strategic Intuition Source: Strategic Intuition by William Duggan
  • 187. About Napoleon !! Carl von Baron Clausewitz Antoine Jomini On War - published 1832 Summary of the Art of War - published 1838 1.Examples from History 2. Presence of mind 1. Figure out where you are ‘A’ 3. Flash of insight 2.Decide where you want to be ‘B’ 4. Resolution i.e. Resolve 3. Make a plan to get from A to B Strategic Intuition Strategic Planning Source: Strategic Intuition by William Duggan
  • 188. About Napoleon !! Carl von Baron Clausewitz Antoine Jomini On War - published 1832 Summary of the Art of War - published 1838 1.Examples from History 2. Presence of mind 1. Figure out where you are ‘A’ 3. Flash of insight 2.Decide where you want to be ‘B’ 4. Resolution i.e. Resolve 3. Make a plan to get from A to B Strategic Intuition Strategic Planning You win because you have a greater force than the enemy at the… Source: Strategic Intuition by William Duggan
  • 189. About Napoleon !! Carl von Baron Clausewitz Antoine Jomini On War - published 1832 Summary of the Art of War - published 1838 1.Examples from History 2. Presence of mind 1. Figure out where you are ‘A’ 3. Flash of insight 2.Decide where you want to be ‘B’ 4. Resolution i.e. Resolve 3. Make a plan to get from A to B Strategic Intuition Strategic Planning You win because you have a greater force than Objective the enemy at the… Point Source: Strategic Intuition by William Duggan
  • 190. About Napoleon !! Carl von Baron Clausewitz Antoine Jomini On War - published 1832 Summary of the Art of War - published 1838 1.Examples from History 2. Presence of mind 1. Figure out where you are ‘A’ 3. Flash of insight 2.Decide where you want to be ‘B’ 4. Resolution i.e. Resolve 3. Make a plan to get from A to B Strategic Intuition Strategic Planning You win because you have Decisive a greater force than Objective Point the enemy at the… Point Source: Strategic Intuition by William Duggan
  • 191. Von Clausewitz unpacked Source: Strategic Intuition by William Duggan
  • 192. Von Clausewitz unpacked Examples from History - strategic intuition draws on the knowledge and experience of all of history far and wide, all stored in the shelves of the mind Presence of mind - refers to a clear mind, clear of all expectations and previous ideas of what you might do or even what your goal is. Flash of insight - In a free mind selected elements from various examples come together in a new combination. Resolution i.e. Resolve / determination - you not only need to see what to do but also be ready to do it. The flash of insight carries with it the force of action that propels you forward, but you need the resolve to push on and make your strategy happen Source: Strategic Intuition by William Duggan
  • 193. A more modern example
  • 194. A more modern example
  • 195. Traveling from the Atlantic to Pacific Oceans - surely travel West ??
  • 196. Traveling from the Atlantic to Pacific Oceans - surely travel West ?? Actually South East !!
  • 197. Obliquity
  • 198. Obliquity Ref : John Kay
  • 199. Obliquity Ref : John Kay
  • 200. Obliquity Ref : John Kay
  • 201. Obliquity Ref : John Kay
  • 202. Obliquity Ref : John Kay Why !! Our goals are best achieved indirectly eg !! The Happiest people don’t pursue happiness !! The Wealthiest people don’t puruse materialism !! The most profitable companies are not the most profit orientated Think “Snakes and Ladders”
  • 203. The need for obliquity - why we often cannot solve problems directly Muddling through – why obliquity succeeds Pluralism – why there is usually more than one answer to any problem Interaction – why the outcome of what we do depends on why we do it Complexity – how the world is too complex for directness to be direct Incompleteness – how we rarely know enough about the nature of our problems Abstraction – why models are imperfect descriptions of reality
  • 204. A few words of caution / to ponder on !! We mistakingly infer design from outcome !! We have less freedom of choice than we think !! Decision makers don’t recognise the limits of their knowledge !! Adaptation is smarter than we are !! We know more than we can tell !! Complex outcomes are achieved without knowledge of an overall purpose !! It is more important to be right that to be consistent !! Spurious rationality is often confused with good decision making
  • 205. Some strategic realities
  • 206. Some strategic realities let me put this another way !!!
  • 207. Some strategic realities strategy is both created and it evolves let me put this another way !!!
  • 208. Some strategic realities strategy is both created and it evolves strategy often happens indirectly / obliquely let me put this another way !!!
  • 209. Some strategic realities strategy is both created and it evolves strategy often happens indirectly / obliquely strategy needs lots of intuition - more than gut feel let me put this another way !!!
  • 210. Some strategic realities strategy is both created and it evolves strategy often happens indirectly / obliquely strategy needs lots of intuition - more than gut feel strategy is a living process - never static or caste in stone let me put this another way !!!
  • 211. Core Strategic Challenge “The trouble with our times is that the future is not what it used to be” Paul Valery
  • 212. Strategic Drive Chain EXTERNAL INTERNAL G G AL IP RS GIN GIN Y ING Y ION S RSH OL DE AN AN NG T TEG ICS AT DE H CH ORLD CH UNTR A CH ARKE CT NIS ILITIE KE W CO STRA TA GA LEA STA M OR APAB C FORMULATION IMPLEMENTATION Source: Peter Laburn
  • 213. 7 leadership imperatives • Understanding Changing Market • Creating Strategic Agenda • Set Purpose and Values – Why organization exists / how it behaves • Developing Organizational Capabilities – Hard and Soft elements – structure, systems, processes, governance, skills, culture, climate • Taking Stakeholders with You – Balancing conflicting stakeholder agenda’s • Initiating Strategic Change – Ensuring new strategy becomes a way of life • The Essence of ‘Strategic Leadership’
  • 214. 7 Leadership Imperatives Source: Peter Laburn
  • 215. 7 Leadership Imperatives Source: Peter Laburn
  • 216. 7 Leadership Imperatives Understands market challenges Source: Peter Laburn
  • 217. 7 Leadership Imperatives Creates strategic agenda Understands market challenges Source: Peter Laburn
  • 218. 7 Leadership Imperatives Creates strategic agenda Sets Purpose and Values Understands market challenges Source: Peter Laburn
  • 219. 7 Leadership Imperatives Ensures Stakeholder support Creates strategic agenda Sets Purpose and Values Understands market challenges Source: Peter Laburn
  • 220. 7 Leadership Imperatives Dev Org Ensures Capabilities Stakeholder support Creates strategic agenda Sets Purpose and Values Understands market challenges Source: Peter Laburn
  • 221. 7 Leadership Imperatives Dev Org Ensures Capabilities Stakeholder support Creates strategic agenda / Initiates Change Sets Purpose and Values Understands market challenges Source: Peter Laburn
  • 222. 7 Leadership Imperatives Dev Org Ensures Capabilities Stakeholder support Creates strategic agenda / Initiates Change Sets Purpose and Values Understands market challenges Source: Peter Laburn
  • 223. Organizational Purpose Source: Peter Laburn
  • 224. Organizational Purpose • Why does your organization exist ? What’s the legacy? Source: Peter Laburn
  • 225. Organizational Purpose • Why does your organization exist ? What’s the legacy? • Is it about what you give to the market or what you take out? Source: Peter Laburn
  • 226. Organizational Purpose • Why does your organization exist ? What’s the legacy? • Is it about what you give to the market or what you take out? • Guide to Moral Purpose – Mourkogiannis Source: Peter Laburn
  • 227. Organizational Purpose • Why does your organization exist ? What’s the legacy? • Is it about what you give to the market or what you take out? • Guide to Moral Purpose – Mourkogiannis – Excellence / Premium Quality in everything , including price Source: Peter Laburn
  • 228. Organizational Purpose • Why does your organization exist ? What’s the legacy? • Is it about what you give to the market or what you take out? • Guide to Moral Purpose – Mourkogiannis – Excellence / Premium Quality in everything , including price – Discovery, cutting edge innovation, first to market globally Source: Peter Laburn
  • 229. Organizational Purpose • Why does your organization exist ? What’s the legacy? • Is it about what you give to the market or what you take out? • Guide to Moral Purpose – Mourkogiannis – Excellence / Premium Quality in everything , including price – Discovery, cutting edge innovation, first to market globally Source: Peter Laburn – Altruism, enhancing lives of all stakeholders
  • 230. Organizational Values Source: Peter Laburn
  • 231. Organizational Values • Define and shape how organization behaves Source: Peter Laburn
  • 232. Organizational Values • Define and shape how organization behaves • Shapes the culture / vibe / essence of who you are Source: Peter Laburn
  • 233. Organizational Values • Define and shape how organization behaves • Shapes the culture / vibe / essence of who you are • All employees are smart – they act system rational !! Source: Peter Laburn
  • 234. Organizational Values • Define and shape how organization behaves • Shapes the culture / vibe / essence of who you are • All employees are smart – they act system rational !! • Not what’s written down that shapes these = it’s what gets rewarded Source: Peter Laburn
  • 235. Organizational Values • Define and shape how organization behaves • Shapes the culture / vibe / essence of who you are • All employees are smart – they act system rational !! • Not what’s written down that shapes these = it’s what gets rewarded Source: Peter Laburn
  • 236. Organizational Values • Define and shape how organization behaves • Shapes the culture / vibe / essence of who you are • All employees are smart – they act system rational !! • Not what’s written down that shapes these = it’s what gets rewarded • Always include a ‘verb’ in every value Source: Peter Laburn
  • 237. VALUES
  • 238. VALUES Focus on the user and all else will follow It's best to do one thing really, really well Fast is better than slow Democracy on the web works You don't need to be at your desk to need an answer You can make money without doing evil There's always more information out there The need for information crosses all borders You can be serious without a suit Great just isn't good enough
  • 239. VALUES Focus on the user and all else will follow It's best to do one thing really, really well Fast is better than slow Democracy on the web works You don't need to be at your desk to need an answer You can make money without doing evil There's always more information out there The need for information crosses all borders You can be serious without a suit Great just isn't good enough
  • 240. VALUES
  • 241. VALUES EMPATHY- Walking in other peoples shoes ORIGINALITY- Being Authentic and Innovative INTEGRITY- Doing the Right Thing COURAGE- Standing Up for What We Believe
  • 242. VALUES EMPATHY- Walking in other peoples shoes ORIGINALITY- Being Authentic and Innovative INTEGRITY- Doing the Right Thing COURAGE- Standing Up for What We Believe
  • 243. VALUES
  • 244. VALUES WARRIOR SPIRIT Work Hard, Desire to be the best, Be courageous, Display a sense of urgency, Persevere, Innovate SERVANT’S HEART Follow the Golden Rule, Adhere to the basic principles, Treat others with respect, Put others first, Be egalitarian, Demonstrate proactive Customer Service, Embrace the SWA Family FUN- LUV ING ATTITUDE HAVe Fun, Don’t take yourself too seriously, Maintain perspective (balance), Celebrate successes, Enjoy your work, Be a passionate Teamplayer
  • 245. Organizational Capabilities Source: Peter Laburn
  • 246. Organizational Capabilities 2(+34(3+/$ !"#$ ,'-$./01$ %&'($)*+$ %&'($)*+$ %&'($)*+$ Source: Peter Laburn
  • 247. Organizational Capabilities !"#$%&#' 2(+34(3+/$ !"#$ ,'-$./01$ %&'($)*+$ %&'($)*+$ %&'($)*+$ Source: Peter Laburn
  • 248. Organizational Capabilities !"#$%&#' 2(+34(3+/$ !"#$ !"#$ %&'$ ()*$ ,'-$./01$ %&'($)*+$ %&'($)*+$ %&'($)*+$ +,-#%..%.$ Source: Peter Laburn
  • 249. Organizational Capabilities !"#$%&#' 2(+34(3+/$ !"#$ !"#$ %&'$ ()*$ ,'-$./01$ %&'($)*+$ %&'($)*+$ %&'($)*+$ +,-#%..%.$ -./'."0&#) *"+,(") !"#$%&#'() -1&((2) Source: Peter Laburn
  • 250. Organizational Capabilities !"#$%&#' 2(+34(3+/$ !"#$ !"#$ %&'$ ()*$ ,'-$./01$ %&'($)*+$ %&'($)*+$ %&'($)*+$ +,-#%..%.$ -./'."0&#) !"#$"%&' *"+,(") !"#$%&#'() -1&((2) Source: Peter Laburn
  • 251. Organizational Capabilities !"#$%&#' 2(+34(3+/$ !"#$ !"#$ %&'$ ()*$ ,'-$./01$ %&'($)*+$ %&'($)*+$ %&'($)*+$ +,-#%..%.$ -./'."0&#) !"#$%&'( !"#$"%&' *"+,(") !"#$%&#'() -1&((2) Source: Peter Laburn
  • 252. Organizational Capabilities !"#$%&#' 2(+34(3+/$ !"#$ !"#$ %&'$ ()*$ ,'-$./01$ %&'($)*+$ %&'($)*+$ %&'($)*+$ !"#$% !"&&% +,-#%..%.$ 23)4% 0/)(*% 0)-1#% 5&.+-3#%% '()*+% ,-./-#% 6/7+(-)-8+% -./'."0&#) !"#$%&'( !"#$"%&' *"+,(") !"#$%&#'() -1&((2) Source: Peter Laburn
  • 253. Organizational Capabilities !"#$%&#' 2(+34(3+/$ !"#$ !! !! nt !"#$ %&'$ ()*$ e ,'-$./01$ %&'($)*+$ %&'($)*+$ %&'($)*+$ !"#$% gn m !"&&% +,-#%..%.$ ali 23)4% re 0/)(*% 0)-1#% su 5&.+-3#%% '()*+% n ,-./-#% E 6/7+(-)-8+% -./'."0&#) !"#$%&'( !"#$"%&' *"+,(") !"#$%&#'() -1&((2) Source: Peter Laburn
  • 254. Reputation = Stakeholder Perceptions = Circle of Virtue Source: Peter Laburn
  • 255. Reputation = Stakeholder Perceptions = Circle of Virtue REGULATORY BODY “This company can be trusted always to operate within the law, engage in unfair competition” Source: Peter Laburn
  • 256. Reputation = Stakeholder Perceptions = Circle of Virtue GOVERNMENT “This company is our preferred partner” REGULATORY BODY “This company can be trusted always to operate within the law, engage in unfair competition” Source: Peter Laburn
  • 257. Reputation = Stakeholder Perceptions = Circle of Virtue CUSTOMERS GOVERNMENT “This company’s “This company is products /services our preferred can be trusted ” partner” REGULATORY BODY “This company can be trusted always to operate within the law, engage in unfair competition” Source: Peter Laburn
  • 258. Reputation = Stakeholder Perceptions = Circle of Virtue CUSTOMERS GOVERNMENT “This company’s “This company is products /services our preferred can be trusted ” partner” REGULATORY BODY EMPLOYEES “This company can be ”This is company I trusted always to want to work for / be operate within the law, engage associated with in unfair competition” Source: Peter Laburn
  • 259. Reputation = Stakeholder Perceptions = Circle of Virtue CUSTOMERS GOVERNMENT “This company’s “This company is products /services our preferred can be trusted ” partner” REGULATORY BODY EMPLOYEES “This company can be ”This is company I trusted always to want to work for / be operate within the law, engage associated with in unfair competition” MASS MEDIA “This company can be trusted to tell the truth” Source: Peter Laburn
  • 260. Reputation = Stakeholder Perceptions = Circle of Virtue CUSTOMERS GOVERNMENT “This company’s “This company is products /services our preferred can be trusted ” partner” REGULATORY BODY EMPLOYEES “This company can be ”This is company I trusted always to want to work for / be operate within the law, engage associated with in unfair competition” MASS MEDIA “This company can be trusted to tell the truth” CIVIC SOCIETY “This company does not care about profits only” Source: Peter Laburn
  • 261. Reputation = Stakeholder Perceptions = Circle of Virtue CUSTOMERS GOVERNMENT “This company’s “This company is products /services our preferred can be trusted ” partner” REGULATORY BODY EMPLOYEES “This company can be ”This is company I trusted always to want to work for / be operate within the law, engage associated with in unfair competition” MASS MEDIA “This company can be trusted to tell the truth” CIVIC SOCIETY INSTITUTES “This company “We can learn does not care best practice from about profits only” this company” Source: Peter Laburn
  • 262. Reputation = Stakeholder Perceptions = Circle of Virtue CUSTOMERS GOVERNMENT “This company’s “This company is products /services our preferred can be trusted ” partner” REGULATORY BODY EMPLOYEES “This company can be ”This is company I trusted always to want to work for / be operate within the law, engage associated with in unfair competition” MASS MEDIA SHAREHOLDERS “This company “We will invest can be trusted our last pound to tell the truth” in the company” CIVIC SOCIETY INSTITUTES “This company “We can learn does not care best practice from about profits only” this company” Source: Peter Laburn
  • 263. Reputation = Stakeholder Perceptions = Circle of Virtue CUSTOMERS GOVERNMENT “This company’s “This company is products /services our preferred can be trusted ” partner” REGULATORY BODY EMPLOYEES “This company can be ”This is company I trusted always to want to work for / be operate within the law, engage associated with in unfair competition” MASS MEDIA SHAREHOLDERS “This company “We will invest can be trusted our last pound to tell the truth” in the company” CIVIC SOCIETY INSTITUTES “This company “We can learn Also consider does not care best practice from  Suppliers about profits only” this company” Source: Peter Laburn  Banks  Local community  Family of employees  other …
  • 264. Strategic Change Process Pressure Clear Capability Actionable for Shared to Steps Change Vision Change (who by (why) (what) (how) when) Trends & key Capabilities - Purpose, Culture, Strategic actions, drivers Capacity Strategies, What Must win battles, resources, we will not do Capacity systems, development, processes, Measurement governance criteria = Change Source: Peter Laburn
  • 265. What if one element is missing ? Source: Peter Laburn
  • 266. What if one element is missing ? Clear Capability Actionable Bottom of Shared to = steps the In Tray Vision Change Source: Peter Laburn
  • 267. What if one element is missing ? Clear Capability Actionable Bottom of Shared to = steps the In Tray Vision Change Pressure Capability Fast start / Actionable for to = Conflicting steps Change Change Agenda’s Source: Peter Laburn
  • 268. What if one element is missing ? Clear Capability Actionable Bottom of Shared to = steps the In Tray Vision Change Pressure Capability Fast start / Actionable for to = Conflicting steps Change Change Agenda’s Pressure Clear Actionable Frustration / for Shared = steps Anxiety Change Vision Source: Peter Laburn
  • 269. What if one element is missing ? Clear Capability Actionable Bottom of Shared to = steps the In Tray Vision Change Pressure Capability Fast start / Actionable for to = Conflicting steps Change Change Agenda’s Pressure Clear Actionable Frustration / for Shared = steps Anxiety Change Vision Pressure Clear Capability False starts / for Shared to = haphazard Change Vision Change approaches Source: Peter Laburn
  • 270. 7 Leadership Imperatives •! Understanding Changing Market •! Creating Strategic Agenda •! Set Purpose and Values –! Why organization exists / how it behaves •! Developing Organizational Capabilities –! Hard and Soft elements – structure, systems, processes, governance, skills, culture, climate •! Taking Stakeholders with You –! Balancing conflicting stakeholder agenda’s •! Initiating Strategic Change –! Ensuring new strategy becomes a way of life Source: Peter Laburn
  • 271. 7 Leadership Imperatives •! Understanding Changing Market ! •! Creating Strategic Agenda •! Set Purpose and Values –! Why organization exists / how it behaves •! Developing Organizational Capabilities –! Hard and Soft elements – structure, systems, processes, governance, skills, culture, climate •! Taking Stakeholders with You –! Balancing conflicting stakeholder agenda’s •! Initiating Strategic Change –! Ensuring new strategy becomes a way of life Source: Peter Laburn
  • 272. 7 Leadership Imperatives •! Understanding Changing Market ! •! Creating Strategic Agenda ! •! Set Purpose and Values –! Why organization exists / how it behaves •! Developing Organizational Capabilities –! Hard and Soft elements – structure, systems, processes, governance, skills, culture, climate •! Taking Stakeholders with You –! Balancing conflicting stakeholder agenda’s •! Initiating Strategic Change –! Ensuring new strategy becomes a way of life Source: Peter Laburn
  • 273. 7 Leadership Imperatives •! Understanding Changing Market ! •! Creating Strategic Agenda ! •! Set Purpose and Values ! –! Why organization exists / how it behaves •! Developing Organizational Capabilities –! Hard and Soft elements – structure, systems, processes, governance, skills, culture, climate •! Taking Stakeholders with You –! Balancing conflicting stakeholder agenda’s •! Initiating Strategic Change –! Ensuring new strategy becomes a way of life Source: Peter Laburn
  • 274. 7 Leadership Imperatives •! Understanding Changing Market ! •! Creating Strategic Agenda ! •! Set Purpose and Values ! –! Why organization exists / how it behaves •! Developing Organizational Capabilities ! –! Hard and Soft elements – structure, systems, processes, governance, skills, culture, climate •! Taking Stakeholders with You –! Balancing conflicting stakeholder agenda’s •! Initiating Strategic Change –! Ensuring new strategy becomes a way of life Source: Peter Laburn
  • 275. 7 Leadership Imperatives •! Understanding Changing Market ! •! Creating Strategic Agenda ! •! Set Purpose and Values ! –! Why organization exists / how it behaves •! Developing Organizational Capabilities ! –! Hard and Soft elements – structure, systems, processes, governance, skills, culture, climate ! •! Taking Stakeholders with You –! Balancing conflicting stakeholder agenda’s •! Initiating Strategic Change –! Ensuring new strategy becomes a way of life Source: Peter Laburn
  • 276. 7 Leadership Imperatives •! Understanding Changing Market ! •! Creating Strategic Agenda ! •! Set Purpose and Values ! –! Why organization exists / how it behaves •! Developing Organizational Capabilities ! –! Hard and Soft elements – structure, systems, processes, governance, skills, culture, climate ! •! Taking Stakeholders with You –! Balancing conflicting stakeholder agenda’s ! •! Initiating Strategic Change –! Ensuring new strategy becomes a way of life Source: Peter Laburn
  • 277. 7 Leadership Imperatives •! Understanding Changing Market ! •! Creating Strategic Agenda ! •! Set Purpose and Values ! –! Why organization exists / how it behaves •! Developing Organizational Capabilities ! –! Hard and Soft elements – structure, systems, processes, governance, skills, culture, climate ! •! Taking Stakeholders with You –! Balancing conflicting stakeholder agenda’s ! •! Initiating Strategic Change –! Ensuring new strategy becomes a way of life • The Essence of ‘Leadership’ Source: Peter Laburn
  • 278. The Trouble with American Leaders is .. Joseph Jaworski - ALF • Their lack of self-knowledge • Their lack of appreciation for the nature of leadership itself • Their focus on what separates us rather than what interconnects us • Their ignorance of the world / America • Their inattention to values • They don’t know how to create a team • They don’t understand changing stakeholder needs • They are insufficiently aware of context
  • 279. The Trouble with South African Leaders After: Joseph Jaworski - ALF • Their lack of self-knowledge • Their lack of appreciation for the nature of leadership itself • Their focus on what separates us rather than what interconnects us • Their ignorance of the world / South Africa / other targeted geographic regions • Their inattention to values • They don’t know how to create a team • They don’t understand changing stakeholder needs • They are insufficiently aware of context
  • 280. Some leadership truisms Source: Peter Laburn
  • 281. Some leadership truisms • Leadership is a choice, not a birthright Source: Peter Laburn
  • 282. Some leadership truisms • Leadership is a choice, not a birthright • Leadership comes in multiple forms Source: Peter Laburn
  • 283. We going to change the world !
  • 284. Some leadership truisms
  • 285. Some leadership truisms • Leadership is a choice, not a birthright
  • 286. Some leadership truisms • Leadership is a choice, not a birthright • Leadership comes in multiple forms
  • 287. Some leadership truisms • Leadership is a choice, not a birthright • Leadership comes in multiple forms • You cannot lead anything you are not connected to
  • 288. Some leadership truisms • Leadership is a choice, not a birthright • Leadership comes in multiple forms • You cannot lead anything you are not connected to • You are not a leader unless someone wants to follow you
  • 289. Some leadership truisms • Leadership is a choice, not a birthright • Leadership comes in multiple forms • You cannot lead anything you are not connected to • You are not a leader unless someone wants to follow you • Leadership is about influence not control
  • 290. Some leadership truisms • Leadership is a choice, not a birthright • Leadership comes in multiple forms • You cannot lead anything you are not connected to • You are not a leader unless someone wants to follow you • Leadership is about influence not control • Leadership is about giving
  • 291. Perspectives on Leaderhship • The first and most important choice a leader makes is the choice to serve – without which one’s capacity to lead is profoundly limited. • Leadership is grounded in a state of being, not one of doing • Leadership is not about what you do – its an expression of your being. ! ! ! Robert Greenleaf – Servant Leadership
  • 292. Leadership ‘Roots’ before Leadership ‘Fruits’
  • 293. A San Bushman story .. Leading
in
Tough
Times
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BMC
2009
  • 294. Four life quotients
  • 295. Four life quotients Body Mind Heart Soul
  • 296. Four life quotients Body PQ Mind Heart Soul
  • 297. Four life quotients Body PQ Mind IQ Heart Soul
  • 298. Four life quotients Body PQ Mind IQ Heart EQ Soul
  • 299. Four life quotients Body PQ Mind IQ Heart EQ Soul SQ
  • 300. Four life quotients Body PQ Live Mind IQ Heart EQ Soul SQ
  • 301. Four life quotients Body PQ Live Mind IQ Learn Heart EQ Soul SQ
  • 302. Four life quotients Body PQ Live Mind IQ Learn Heart EQ Love Soul SQ
  • 303. Four life quotients Body PQ Live Mind IQ Learn Heart EQ Love Soul SQ Legacy
  • 304. ROOTS BEFORE FRUITS
  • 305. ROOTS BEFORE FRUITS
  • 306. ROOTS BEFORE FRUITS
  • 307. ROOTS BEFORE FRUITS HEART EQ
  • 308. ROOTS BEFORE FRUITS HEART EQ SOUL SQ
  • 309. The ‘Leadership Drive Chain” S TO TS AL HE G ING /G O NS LS LEN IES ST ERS GIN G GIN T NG NCES MS PLA OA TA IT ’ A LD AN LD AN MEN A CH STA R RG UR ABIL ‘ME ADER EH O CH OR CH ON UM REA OU OU O AP K W VIR IRC RD IEV E &C LE STA EN C OU CH MY A Source: Peter Laburn
  • 310. Perspectives on Leadership • Leadership is not just about what we do, its about how we are who we are • We must ‘cultivate new ways of being’, and especially to cultivate our imaginations and allow ‘life to flow from it in new and particular ways’ ! ! ! ! ! ! ! ! ! Tim Keel - Intuitive Leadership
  • 311. Perspectives on Leaderhship • Our capacity as a leader comes from our choice to allow life to unfold through ourselves.” • Leadership exists when people are no longer victims of circumstances but participate in creating new circumstances ! ! ! ! ! ! Senge / Jaworski - Synchronicity
  • 312. A final thought about the future Source: Peter Laburn
  • 313. A final thought about the future the future is… “A series of great opportunities disguised as insoluble problems” John Gardner Source: Peter Laburn
  • 314. Contact details ! Pete Laburn • Email - petelaburn@iafrica.com • Web - www.petelaburn.com • Blog - http://petelaburn.wordpress.com
  • 315. Some Interesting Reads Employees First, Customers Second- Vineet Nayar The Smart Swarm- Peter Millar Obliquity- John Kay The Economics of Integrity- Anna Bernasek How the Mighty Fall- Jim Collins The Black Swan- Nassim Nicholas Taleb Fooled by Randomness- Nassim Nicholas Taleb Strategic Intuition- William Duggan Leadership & the New Science– Margaret Wheatley Synchronicity: The Inner Path of Leadership- Joseph Jaworski Five minds for the Future- Howard Gardner The World is Flat- Thomas Friedman Hot, Flat and Crowded- Thomas Friedman The Future Arrived Yesterday: The Rise of the Protean Corporation- Michael Malone The Wisdom of Crowds- James Surowiecki Our Iceberg is Melting- John Kotter and Holger Rathgeber