Intel Corporate Change Agent
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The reflections of a successful corporate intrapreneur, change agent and innovation program manager. ...

The reflections of a successful corporate intrapreneur, change agent and innovation program manager.
What to do,
What not to do
and of course the results achieved, well they're on my LinkedIn profile

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  • You are very welcome Marcelo, glad you liked it, and I do hope that it is of value to you and your students. I am not sure if this helpful to know or not, but I have another 'Reflections of a Corporate Change Agent' Part II, which is more focused on creating change on larger (industry level) and smaller (individual) scales that I think that such an audience would appreciate. It has taken more years than I care to count on how long that this has been incubating w/in my research. It is only at 90% ready for prime time, but it is in the works.

    All the best, and if I can be of further assistance, by all means let me know.

    -Richard Platt
    Managing Partner
    www.sig-hq.com
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  • Richard, I've just find your contribution 'Reflections of a Corporate Change Agent'. :) you gently show us a lot of wise reflections about Culture of Innovation. Thank you. I'll try to reveal it to my pupils in Brazil.
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Intel Corporate Change Agent Presentation Transcript

  • 1. Innovation and Change Management: “Reflections of a Corporate Change Agent” Richard Platt Senior Instructor Innovation Methods Intel Corporation 26 June 2006 Page 1 Researcher/Author: Richard Platt | Intel Corporation
  • 2. Innovation: Engine of Economic Growth Business is Darwinian o “Survival of the fittest” → Evolve or your species dies out o “Innovate or Die” → John Kao Relevant for ALL companies o From the local shoe store to the automotive manufacturer, to the hi- tech firm, no company is immune or can escape this reality Page 2 Researcher/Author: Richard Platt | Intel Corporation
  • 3. Organizational Barriers Organizational Arrogance: “overbearing pride evidenced by a superior manner toward inferiors” » Typified by the attitude of: “We know innovation better than anyone else, we lead the industry” Resistance to change – Clinging to old standards, resist new ideas, culture of resistance Threats and fears – Others pose threat, fear of competition, lack of trust Lack of time or interest – Constant interruptions, unwilling to invest time Corporate atmosphere/Political maneuvering – Lack of cooperative efforts, stove-piped approach to holistic solutions Continuity – More convenient to make incremental changes, significant gains believed to be unachievable Rush to results – Failure to invest appropriate time. Ideas too quickly rejected No competitive pressure – Necessity is the mother of invention Lack of opportunity for partnerships with other organizations Page 3 Researcher/Author: Richard Platt | Intel Corporation
  • 4. The Dark Side of Success Individual and Organizational Challenge of the inevitable Downward spiral of Repeated Successes Repeated Successes Attitude of “we can do no wrong” Arrogance Complacency Decline Basic Guideline: Honesty with oneself and NEVER, EVER believe your own PR Page 4 Researcher/Author: Richard Platt | Intel Corporation
  • 5. What are we up against? Get ready to run the corporate gauntlet Innovative Concept The corporate structure and its immune system (ALL companies have it) Page 5 Researcher/Author: Richard Platt | Intel Corporation
  • 6. Change Management Iceberg (according to Wilfried Krüger) Top of the Iceberg: o Most managers only consider the top Below the Surface: o Management of Perceptions and Beliefs o Power and Politics Management People Involved in Change Opponents o Promoters o Hidden Opponents o Potential Promoters o Page 6 Researcher/Author: Richard Platt | Intel Corporation
  • 7. Four Main Reasons for Resistance to Change (according to Kotter and Schlesinger [1979]) 1. Parochial self-interest: Some people are more concerned with the implication of the change o themselves and how it may affect their own interests rather than considering the effects for the success of the business 2. Misunderstanding: Communication problems, inadequate information o 3. Low tolerance of Change: Certain people are very keen on feeling secure and having stability in o their work 4. Different assessments of the situation: Some employees may disagree with the reasons for the change and with o the advantages/disadvantages of the proposed change Best Advice: “Some people will get it about what you do and some wont, work around those that don’t” – Senior Intel VP Page 7 Researcher/Author: Richard Platt | Intel Corporation
  • 8. Are you ready for the Challenge? → → Conviction Courage Capability Firm belief that Willingness to “do the The ability to act right thing” and take on effectively on a) Change is the necessary personal commitments…a needed, and and professional risks matter of talent, b) The change is and sacrifices…a ‘gut” skills, experience emotional commitment and support right …an Intellectual commitment Yourself Others Around and Below You Top Management Page 8 Researcher/Author: Richard Platt | Intel Corporation
  • 9. Real Change Leaders / Maverick Champions Real Change Leaders / Maverick Champions have: • A No Excuses mind-set • More focus on changing leadership styles depending on the situation, learning as they go • Broad-based change efforts are catalyzed by Maverick Champion’s creative ideas • Real Change Leaders / Maverick Champions act within the scope that they can reach and often beyond the normal bounds of their authority o They follow the Jesuit belief that it is easier to ask forgiveness than permission Maverick Champions: • Invent new products • Discover new markets • Find new resources • Land new accounts • Create new approaches Excellent institutions / High-performing companies nourish and encourage them and capitalize on their unique insights and gifts Source: “Real Change Leaders”, Jon R. Katzenbach and the RCL Team. 1999 Page 9 Researcher/Author: Richard Platt | Intel Corporation
  • 10. Driving the Innovation Agenda Using a Team or a Maverick Champion 1. Real Teams are best when: o Potential for collective performance is high o The solution and approach are unclear o You have the time and skills to build a real team o Are essential for broad-based change, assuming organizational commitment to move forward with the change 2. Single-leader working groups are best when: o Time and Efficiency are critical o The task/solution are straight forward o Their potential for high collective or joint performance and skill enhancement is not high 3. Maverick Champions are best when: o You want individual attention o Creativity, and accountability o And when individual expertise is more important than multi-person skills o When you need to pilot broad-based, behavioral change to prove the value proposition Source: “Real Change Leaders”, Jon R. Katzenbach and the RCL Team. 1999 Page 10 Researcher/Author: Richard Platt | Intel Corporation
  • 11. 6 Approaches to Deal with Resistance (according to Kotter and Schlesinger [1979]) 1. Education and Communication 2. Participation and Involvement 3. Facilitation and Support 4. Negotiation and Agreement 5. Manipulation and Co-Option 6. Explicit and Implicit Coercion Page 11 Researcher/Author: Richard Platt | Intel Corporation
  • 12. Organizational Change Model Formula Powerful tool for quick 1st impression of the possibilities and conditions to change an organization Important Note: All 3 components must be present to overcome the resistance to change: o Dissatisfaction with the present situation o A Vision of what is possible in the future o Achievable First steps towards reaching that vision If any of these are zero or near zero, then the possibility of change will also be near zero and the resistance to change will dominate Page 12 Researcher/Author: Richard Platt | Intel Corporation
  • 13. Framework for Changing Minds LEGEND: Type of Idea: Concept / Story / theory / skill Desired Content: The mind change being sought Counter-content: The idea(s) that run counter to the desired content Type of Audience/Arena: Large/small; diverse/uniform Format: Intelligences, media, symbol systems by which content is conveyed Levers of change / tipping point factors: The most germane of the seven levers* that determine whether a tipping point is reached Seven Change Levers: Reason, Research, Resonance, Redescription, Resources and Rewards, Real World Events and Resistances Source: “Changing Minds – The Art and Science of Changing our Own and Other People’s Minds”, Howard Gardner. Pp 243, 2004 Page 13 Researcher/Author: Richard Platt | Intel Corporation
  • 14. Checklist for Innovators 1. Set a noble goal for oneself – in service to others, not your own ego 2. Develop a Plan and Execute it – start w/ the end in mind and step back from it step-by-step 3. Develop problem solving skills. – TRIZ, “Problem Finding”, interpersonal conflict management etc… 4. Passion for Creative / Innovative Work – This will carry you beyond the capabilities of the normative attitude of “this is just a job” 5. “Hard Knock” Resistance – Know how to fight (appropriately) for your ideas and win – this is a skill that is developed by experience 6. Drive For and Get Intermediate results – Do whatever is legally necessary and appropriate for acceptance and adoption to take place. Source: Altshuller, G. S., Vertkin, I. M., How to Become a Heretic. Life Strategy of a Creative Person, Petrozavodsk, Karelia, 1991, Pp 11. (Russian) Page 14 Researcher/Author: Richard Platt | Intel Corporation
  • 15. The Champion ‘Must Do’ List Gaining Support: Change Agent READ THE LANDSCAPE IDENTIFY STAKEHOLDERS Identify the most important Identify opponents players and and allies target groups for a campaign Desired Results Identify how to influence Investigate the balance each target group of power involved in the issue BUILD CONSENSUS ALIGN OBJECTIVES Make the “Shift” in Thinking About Your Role Page 15 Researcher/Author: Richard Platt | Intel Corporation
  • 16. Guidelines for Champions Mantra: “Results” + “Constantly seek the ideal final result.” Performance Discipline 1. Set goals and measures that make sense to customers and employees 2. Be the demanding boss who walks the talk 3. Reward those who earn it and punish those that deserve it 4. Raise the bar in the areas that are lagging 5. Reward that which you are demanding 6. Tie into already established programs and support them in being successful Source: “Real Change Leaders”, Jon R. Katzenbach and the RCL Team Page 16 Researcher/Author: Richard Platt | Intel Corporation
  • 17. “ Art of the Strategist ” -10 Basic Principles 1. Commit Fully to a Definite Objective: Define your goals. Commit to them publicly. Hold on and hold fast ! o 2. Seize the Initiative and maintain it: Analyze thoroughly. Choose when and where to move forward. Don’t wait for perfect conditions, Act. o Then keep the pressure on. 3. Economize to mass resources: Determine your competitive advantages. Concentrate your $$, people, time, and influence o accordingly. Cut elsewhere, ruthlessly if necessary. Take Risks 4. Use Strategic Positioning: Locate your power spot – the point where if can win your argument then you will win everywhere. o 5. Do the Unexpected: Employ secrecy, speed and boldness. Surprise the current status quo argument with an o uncharacteristic or brand-new move. Attempt the impossible 6. Keep things simple: Understand that complexity kills, Simplify your org chart o 7. Prepare simultaneous alternatives: Put backups into your strategic plan. Bypass obstacles by using multiple approaches o 8. Take the indirect route to your objective; Study the variables of influence, (see Seven Levers). Sidestep obstacles by doing what others cannot o do 9. Practice Timing and Sequencing: Do the Right Thing, but not at the Wrong Time. Separate one-shots from on-going actions o 10. Exploit Your Success: Don’t Quit before the game is over. Measure your progress. Build on and promote your achievements o Page 17 Researcher/Author: Richard Platt | Intel Corporation
  • 18. Using Values as a Guide At Intel we guide our behavior by the Intel Values: these may not be at your company – but you can use them too Subset of the Intel Values Risk Taking: Fostering Innovation and Creative Thinking; Embracing Change and Challenging the Status Quo; Listening to all ideas and viewpoints, Learning from our mistakes. Quality: Continuously learn, develop and improve Great Place to Work: Be open and direct; Promote a challenging work environment that develops the our diverse workforce. Discipline: Make and meet commitments; pay attention to detail. Results Orientation: Set challenging and competitive goals; focus on output; assume responsibility; constructively confront and solve problems; execute flawlessly Customer Orientation: Listen and respond to our customers, suppliers and stakeholders; Clearly communicate mutual expectations; Deliver innovative and competitive products and services; Excel at customer satisfaction Don’t be afraid to fail, but fail quickly. Don’t be afraid to go out on a limb. That is where the fruit is. But, be careful, that is also where the nuts are! Page 18 Researcher/Author: Richard Platt | Intel Corporation
  • 19. Summary of Results Focus Areas of Problem Statements Product Development Manufacturing Pathfinding R&D / TD $XXXXXXXXXXX Total cost savings of solutions generated Keys to Buy-in and Support: o Get Early Successes they are the Key to buy-in. State what you are going to do and deliver it. o Understate and Over-perform towards objectives o Tie metrics and results to the bottom line, must be measured in $$ o Focus on constant improvement of training materials and manage perception o Understand why others failed in pushing similar agendas, Listen to those that have preceded you and those who offer unsolicited advice, o It can only help to refine your positioning statements o Actively pursue Senior management approval / support. o When challenging the status quo you will need the help Page 19 Researcher/Author: Richard Platt | Intel Corporation
  • 20. BACKUP Page 20 Researcher/Author: Richard Platt | Intel Corporation
  • 21. Typical Managerial types: “Budget Beaters” and “Participative Managers” Budget Beaters Participative Managers Command-and-Control managers who Other end of the spectrum, their problem is not being tough enough set and make tight annual budgets no matter what Their people like them and feel good about being involved Tend to be “Corporate Careerists” Over time the problems they encounter: 1. Take a long time to generate results 1. Focusing on climbing the corporate ladder 2. Business performance erodes due to a lack of can be seen at the expense of their people discipline hitting the #’s 2. Not getting the better people to work for 3. Unable to make the tough people-decisions. them, (see #1 above) 4. Tendency to focus on the feelings of people, 3. Not extracting initiative and innovative ideas instead of what is in the best interests of the customers and the shareholders of the from their people company 4. Not delivering more than cost reduction results Source: “Real Change Leaders”, Jon R. Katzenbach and the RCL Team Page 21 Researcher/Author: Richard Platt | Intel Corporation
  • 22. The Performance of Real Teams vs. Single Leader Groups Performance Higher driven Performance Real Team Collective Personal Work products Growth Leader driven Single Leader Group Individual Efficiency assignments Faster Performance Source: Adapted from “Real Change Leaders”, Jon R. Katzenbach and the RCL Team. 1999 Page 22 Researcher/Author: Richard Platt | Intel Corporation
  • 23. Example Template for Changing Minds Charles Darwin’s Evolutionary Revolution: Type of Idea: Theory Desired Content: Origin of species through natural selection over long periods of time Counter-content: Religious accounts, intuitive theories of creationism Type of Audience/Arena: Initially small and uniform, larger and more diverse Format: Linguistic argument in book form, corroborating evidence in fossils, flora and fauna Levers of change / tipping point factors: Reason, research, representational redescription, overcoming resistances Source: “Changing Minds – The Art and Science of Changing our Own and Other People’s Minds”, Howard Gardner. Pp 243, 2004 Page 23 Researcher/Author: Richard Platt | Intel Corporation
  • 24. Example: Challenge & Commitment Map Conviction → Courage → Capability Firm belief that Willingness to “do the The ability to act right thing” and take on effectively on a) Change is the necessary personal commitments…a needed, and and professional risks matter of talent, b) The change is and sacrifices…a ‘gut” skills, experience emotional commitment and support right …an Intellectual commitment + 20 years of John Olden - sees no big + Good record of taking experience (purchasing dept. issues in product on tough projects (dept head; critical to design processes consolidation in 2003) + Knows vendors success of product (sees main + Always willing to speak capabilities intimately design problem as sales) his mind (reamed CEO - Probably doesn’t reengineering team) -Doesn’t see big for awarding Acme understand role for purchasing contract) reengineering in improving concept and design process mechanics - May think entire reengineering effort is just a fad pushed by someone for their own glory In this situation some fact sharing (to build conviction) and exposure to reengineering (to build capability) would go a long way to build Jim’s commitment Page 24 Researcher/Author: Richard Platt | Intel Corporation
  • 25. The Champion’s Attitude: Risk Taking Leads by example: o Takes steps that no one else would attempt, fails fast, learns quick, spreads excitement, infectious attitude towards the task at hand. o Visualizes the end game, shares the results, offers help with no expectations in return. o Above all, has integrity and morals to pursue the goals of the task at hand without (permanent) damage to those around him. Commitment: Foundation of a Champion A champion’s traits can be thought of as a collection of values and beliefs that are based upon theory, constant learning and most importantly, the impressions of “life’s experiences” have had upon one’s outlook. o Constantly learning being that utilizes one’s experience. o Constantly apply improvements to seek out the optimal path o A true champion blends one’s life’s experience both good and bad, with the optimized and perceived paths of those around him. Champions take a path (refer to The Way within the Art of War) and when choosing a path considers “ideality”. Take advantage of the traits of other innovators and work with them if possible Page 25 Researcher/Author: Richard Platt | Intel Corporation
  • 26. References and Resources “Real Change Leaders”, Jon R. Katzenbach and the RCL Team. 1999 “Changing Minds – The Art and Science of Changing our Own and Other People’s Minds”, Howard Gardner. Pp 243, 2004 “The Art of the Strategist - 10 Essential Principles for Leading Your Company to Victory”, William A. Cohen, PhD, Major General, USAFR, Ret. 12Manage Website: http://www.12manage.com Page 26 Researcher/Author: Richard Platt | Intel Corporation