Catalytics

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    Catalytics - Presentation Transcript

      • How to be an agent of change in a large organization
    1. Why Catalyze?
      • Larger competitive and technological forces threaten organizations that are institutionalized against change
      • Web 2.0 and social networks enable Catalysts to work against the Innovator’s Dilemma
      • Catalysts have a responsibility and role
      • This isn’t about adopting technology, but using it with increased energy towards a goal
    2. Case Study: ODDsters
      • Corporate activists within AT&T when the internet required change
        • www.strategos.com/articles/ODD_StrategyCreation.PDF
      • Ideally, the Opportunity Discovery Department (ODD) didn’t have to exist
      • 8 eclectics, a diverse group for change, shielded within Research, but worked across the organization
      • ODDster David Isenberg’s The Rise of the Stupid Network was leaked internal memo, brought change across the industry
    3. Case Study: ODDsters
      • Publishing, Events and Networks
      • GNOST: Grassroots Network of Strategic Thinkers within the organization
      • SIP: Strategic Inflection Points, targeted points of influence within the organization, human (empty suits) and paper-based
      • Tapped GBN as a professional network outside the organization
    4. Lexicon of ODDisms
      • canary n. a person who detects signs of dangerous strategy/behavior; a person who tests a situation for the safe entry of followers
      • confusooly n. a version of “management by regulated incompetence”; the modus operandi of telco incumbents
      • data bomb n. a statistic with disturbing implications
      • dead squirrel n. a strategy that has encountered the arrival of a freight train
      • empty suits n. pl. up-and-coming executives who need ideas to advance their careers
      • freight trains n. a trend that is going to flatten a company unless the company changes its strategy
      • GNOST abbrev. Grass-Roots Network of Strategic Thinkers; an informal community of support
      • humbitious adj. a state that combines the humility to recognize that one does not know everything with the ambition to be bold in fulfillment of one’s mission
      • ignorance map n. a map that charts the critical information of which a company is ignorant
      • jester n. a person who employs humor and self-ridicule to force executives to acknowledge difficult strategic issues
      • learning journey n. a journey of discovery to an unfamiliar area or context
      • magic feathers n pl. implicitly and intentionally indefinable concepts that companies believe are necessary for success e.g. middleware, platform [From Disney’s “Dumbo and the Magic Feather” in which Dumbo believes that he needs a magic feather to fly, whereas he already has all that he needs to fly—namely, his big ears]. Offering a “magic feather” as a solution stops all useful strategic discussion.
      • naked emperors n. pl. misguided executives with delicate egos whom no one is willing to confront
      • ODD abbrev. Opportunity Discovery Department; Opportunity Deficit Disorder; Organized Despair and
      • Disillusionment
      • ODDventure n. see learning journey
      • reboot camp n. a learning journey that is designed to “chock and fix” unsuspecting executives
      • stink tank n. a place such as ODD where dangerous, combustible ideas are generated
      • strategic infection point n. a suitable point in an organizational process at which one can introduce a new strategic perspective
      • strategic rubber chicken n. an indigestible attempt at strategy; usually served to lower level employees by upper management
      • stratlets n. pl. hallway or elevator strategies; small pieces of strategy with the potential to grow into something larger
      • substitute brain n. an external consultant
      • Trojan hearse n. a vehicle used to engineer the departure of a naked emperor
      • Unamailer n. a disgruntled knowledge worker who breaks the corporate code of silence concerning mismanagement and incompetence
    5. What ODDsters Could Have Done
      • • Avoided us vs. them—mentality that may have created some confrontation.
      • • Tuned down their slight intellectual snobbism—even if corporate strategists don’t have sufficient technological background, theymight have other qualities.
      • • Sought to create comfort zones where those illiterate in technology and telecommunications competition could have learnt without embarrassment (albeit some of this did happen through scenario planning for instance).
      • • Should not have aspired to take over the strategy function of AT&T (in a clandestine manner) but sought to add value nevertheless.
      • • Sought to address higher audiences in top management in a more systematic manner.
      • • Have developed a plan B and the Revision A for ODD ready to go in 1998 when ODD, as it was initially conceived, no longer was viable.
      • • Shared their transformational experience with more people—the fervor ODD created, must have scared those non-initiated within AT&T.
      • • Created a wider-based coalition to support their ideas (again, a lot of this did happen through the seminars, newsletters, networks).
    6. What’s New
      • MANOPs
      • Ability to Meet, camp and remote
      • Ability to Aggregate, inside and out
      • Ability to Network, inside and out
      • Ability to Organize, self and others
      • Ability to Publish, inside and out
    7. What’s Old
      • Heirarchy
      • Process
      • Budgeting
      • Mindsets
    8. MANOPs: Meet
      • Barcamp-style meetings
        • Shared experience
        • Agenda surfacing
        • Networking
      • Remote
        • Conference calls
        • Look how open source developers collaborate with IM, IRC (chat) and wiki; without actually meeting
      • Apply to your organization and participate in your professional network
    9. MANOPs: Aggregate
      • Leverage RSS Newsreaders to aggregate internal and external content on your issues
      • Share your subscription lists. Shared sources change minds over time.
      • Install Outlook plugins or bookmarks and don’t say its RSS
    10. MANOPs: Network
      • Who are your peers?
      • Your professional network is your best source of ideas for change
      • Your internal network is your best source of means for change
      • Consider catalytics like GNOST
    11. MANOPs: Organize
      • Insert wiki here
      • No such thing as collaboration without a goal
      • Which do you need, sanctioned budget or time?
      • Today, what can you accomplish without resources?
        • The cost of group forming is falling to zero
        • Intrapreneurship
        • IT: open source, SaaS and free tools
        • The value of prototypes
    12. MANOPs: Publish
      • Means, not an end
      • Getting your idea across is more important than credit
      • First develop a resource, not a manifesto
      • Publish with others
      • Tim Bray: public posts change more than private?
    13. Catalytics Conclusion
      • Don’t be a revolutionary, help your organization be evolutionary
      • Let’s discuss your issues with What’s Old and how to apply Catalytic MANOPs
      • Watch for SuitCamp
      • [email_address]
      • ross.typepad.com

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