• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Changing Minds

Changing Minds



Issues that must be dealt with in selling the idea of Business Process Management

Issues that must be dealt with in selling the idea of Business Process Management



Total Views
Views on SlideShare
Embed Views



2 Embeds 19

http://www.linkedin.com 15
http://www.slideshare.net 4



Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
Post Comment
Edit your comment

    Changing Minds Changing Minds Presentation Transcript

      • Roger Tregear ProcessDays 2008
      • The Only Mind You Can Change Is Your Own?
      • 15 August 2008
      • Why Mind?
      • Critical to the BPM TP
      • Creating new awareness
      • Incubating a cultural virus
      • Exercise influence, not force change; persuasion not power
      “ It does not require a majority to prevail, but rather an irate, tireless minority keen to set bush fires in people’s minds.” Samuel Adams Changing Minds What change? Which minds?
      • May The Force Be With You!
      The Jedi were also able to influence and control the minds of others by making use of the “Jedi mind trick”. Jedi typically perform this ability with a wave of the hand and a verbal suggestion. If the trick is successful, the victim will reply by restating the suggestion and will immediately think or do whatever the Jedi suggested. http://en.wikipedia.org/wiki/Force_power#Force_abilities http://en.wikipedia.org/wiki/Jedi_mind_trick Changing Minds
      • 7 Deadly Sins – How To Fail At Changing Minds
      • Wrong Focus
      • Multiple Tongues
      • The Curse of Knowledge
      • BPM GPS
      • Capability & Credibility
      • Self-Licking Ice Cream Cones
      • The Map Is Not The Territory
      Changing Minds
      • Wrong Focus
        • It’s never about BPM
        • It is about: business, quality, compliance, innovation, systems implementation, cost management etc etc
        • Remember: the ideavirus adores a vacuum
      “ The main thing is to keep the main thing the main thing.” Stephen R Covey Changing Minds
      • Speaking With Multiple Tongues
        • Uncoordinated messages, messengers & channels
        • Shared lexicon
        • Synchronised sneezing
      Changing Minds
      • The Curse of Knowledge
      “ There is nothing more powerful than an idea whose time has come.” Victor Hugo Changing Minds
        • “ Once we know something we find it hard to imagine what it was like not to know it.” [Made To Stick, Chip & Dan Heath]
      • BPM GPS
        • Provide a destination, not a roadmap!
        • One corner, one change at a time
      Changing Minds “ Those who cannot change their minds cannot change anything.” George Bernard Shaw
      • Capability & Credibility
      “ Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it’s the only thing that ever has.” Margaret Mead JEOPARDY MASTERY PARALYSIS PREPARATION Changing Minds CAPABILITY CREDIBILITY L H L H
      • Self-Licking Ice Cream Cones
      Changing Minds “ Change is the only constant.” Heraclites
      • The Map Is Not The Territory
      “ It is not the strongest of the species that survives, nor the most intelligent, but the ones most responsive to change.” Charles Darwin Changing Minds
      • However, in those days the workers would not go along with such outrageous ideas. What I was particularly worried about was the support of upper management for such a risky, unproven approach that was off the beaten track.
       Changing Minds Taiichi Ohno, Creator of the Toyota Production System
      • Toyota Motor Corporation
        • World’s biggest auto manufacturer – 9.34 million vehicles in 2007
        • Most profitable carmaker
        • Most efficient manufacturer
        • Market capitalisation = US$150B (GM $6B, Ford $13B)
        • 70 th anniversary in 2007
      Case Study
      • 50
      • 50
      • 1.7
      • 50
      • 40
      • 2.5b+
      • 50
      Changing Minds
      • cut lead time 50 %
      • cut assembly time 50 %
      • line moves 1.7 times faster
      • cut line length 50 %
      • shorten paint time 40 %
      • annual savings US$ 2.5b+
      • cut no of components 50 %
      Katsuaki Watanbe Toyota President If you were the President of TMC, what objectives would you set for process improvements in the makeover of the Takaoka manufacturing plant? 660,000 cars per year 4,800 employees Established 1966 Takaoka Plant
      • The Toyota Dream Car
        • “ I don’t know how many years it’s going to take us, but I want Toyota to come up with the dream car - a vehicle that can make the air cleaner than it is, a vehicle that cannot injure people, a vehicle that prevents accidents from happening, a vehicle that can make people healthier the longer they drive it, a vehicle that can excite, entertain, and evoke the emotions of its occupants, a vehicle that can drive around the world on just one tank of gas. That’s what I dream about. We would like to develop such vehicles as quickly as possible.”
        • Katsuaki Watanbe, Toyota President Harvard Business Review, July 2007
      Case Study Changing Minds
      • Two of many sources ...
      Changing Minds
      • How do you design an idea that sticks?
        • eg, The Tipping Point!
      • Stickiness =
        • Simple: profound compactness
        • Unexpected: break a pattern
        • Concrete: make it real
        • Credible: testable credentials
        • Emotional: make them care
        • Stories: inspire action
      Changing Minds
      • The Premise
      • A statement of what the story is about and what it does for the listener
      • aka hypothesis, moral of the story, central idea, gist, takeaway
      • A single clear & compelling premise – the idea with the most resonance for your audience
      • Selling The BPM Idea
        • Confirm that you and your idea are a credible match
          • Make sure an appropriate messenger will deliver match
        • Frame your idea within a strong narrative
          • Give your target something to remember – and talk about
        • Map the Idea to the Perspective of the Decision-Maker
          • Understand what motivates & inspires the target
        • Reduce or Eliminate Downside Risk
          • Address weaknesses or objections to your idea head-on
        • Close the Deal
          • Create momentum to keep your idea moving forward
      Changing Minds How To Sell An Idea, Geoffrey James. www.bnet.com “ Things do not change. We do.” Henry David Thoreau
      • Open Questions
        • How can we avoid the 7 Deadlies?
          • Wrong Focus
          • Multiple Tongues
          • The Curse of Knowledge
          • BPM GPS
          • Capability & Credibility
          • Self-Licking Ice Cream Cones
          • The Map Is Not The Territory
        • Is there a finite set of premises for the BPM story?
        • The only mind you can change is your own?
      Changing Minds
    • © Copyright, Leonardo Consulting 2008 All rights reserved. The contents of this document are subject to copyright. No part of it may be reproduced in any way, by electronic means or otherwise without the written permission of Leonardo Consulting.