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Business transformation workshop feb 2014

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How to Tranform your organisation: business, education or medical

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Business transformation workshop feb 2014

  1. 1. Iayn G Clark International Strategic Management
  2. 2. Clients: examples of current & past                   Advanced Recognition Ltd (software) AFA Polytek BV (plastics) Alucanco Greece SA (cans) Avis Rent a Car SpA, SA, GmbH & Ltd BankAmerica Barclays Bank Bradford & Bingley Bran & Luebbe GmbH (controls) Citigroup Coca Cola Ltd Deloittes Encom Ltd (cable TV) Exide Ltd, SA & SA (batteries) Franklin GmbH and Ltd (elect. publish) Gifi SA (retail) Imation BV (medical/IT ex 3M) Klopman International SpA (fabrics) La Casera SA (bottling)  Lansing Ltd, SA & BV (Hyster and Yale forklifts)  Mannesmann GmbH (various)  MBNA  Peak Technologies Ltd (data capture)  Pistern Bully GmbH (snowploughs)  Purolite Ltd (chemicals)  Scarman Trust  Stanlake Search  Sunrise software  Stelax Inc (steel)  Terra Nitrogen Ltd. (fertilices, ex ICI)  UCA  Uniroyal Srl BV, & Inc. (herbicides)  Valentec Ltd & GmbH (airbags)  Vibac SpA (adhesive tapes)  Valentec Ltd (armaments)  Zephyr Ltd (car components)
  3. 3. His story
  4. 4. His story
  5. 5. Her story
  6. 6. His story
  7. 7. Her story
  8. 8. His story
  9. 9. His story
  10. 10. Action Leadership Team Work Strategy
  11. 11. The 7 Habits of Highly Effective People Stephen R Covey
  12. 12. 7 Habits 1. Be Proactive Accept total responsibility for your life, reframe, and use your imagination first. 2. Begin with the end in mind. Create the future in your mind first 3. Put first things first 80% of results flow from 20% of highly leveraged activities, say YES to important and no to the unimportant. Be a leader in your own life.
  13. 13. 7 Habits Urgent Not Urgent Important 1. Crisis Pressing problems Deadline driven projects, meeting, preparations 2. Preparation & Planning Prevention Values clarification Relationship building Relaxation Empowerment Not Important 3 Needles interruptions Unnecessary reports, meetings, phone calls & mail Other people’s minor issues 4 Trivia, Time wasters – tel calls some mail & email. “escape” activities excessive TV or relaxation
  14. 14. 7 Habits 4 Think win-win 6. Synergise Mutual benefit, be cooperative. 5. Seek first to understand, then to be understood Get rapport, listen and understand the other first. Repeat your understanding of what they have said. Always be on the look out for good ideas. 7. Sharpen the saw Thinking ahead, Keep the body fit, exercise regularly, have a home life and other interests.
  15. 15. John Kotter 8 Step Change Model John Kotter Professor at Harvard Business School
  16. 16. Step One: Create Urgency  Identify potential threats.  Examine opportunities.  Start honest discussions.  Request support from others.
  17. 17. Step Two: Form a Powerful Coalition  Identify the true leaders.  Get emotional commitment from these key people.  Work on team building.  Check your team for weak areas.  Ensure that you have a good mix of people.
  18. 18. Step Three: Create a Vision for Change  Review the values that are central to the change.  Captures what you "see" as the future of your organization.  Create a strategy to execute that vision.  Ensure team knows the vision.  Practice your "vision speech" often.
  19. 19. Step Four: Communicate the Vision  Talk often about your change vision.  Address peoples' concerns and anxieties.  Apply your vision to all aspects of operations  Lead by example.
  20. 20. Step Five: Remove Obstacles  Identify or hire change leaders.  Ensure organisational structure is in line with your vision.  Recognize and reward people for making change happen.  Identify people who are resisting the change, and help them see what's needed.  Take action to quickly remove barriers (human or otherwise).
  21. 21. Step Six: Create Short-term Wins  Look for quick wins.  Avoid early targets that are expensive.  Analyse the potential pros and cons of your targets.  Reward the people who help you meet the targets.
  22. 22. Step Seven: Build on the Change  After every win, analyse what went right and what needs improving.  Set goals to continue building on the momentum you've achieved.  Ensure continuous improvement (Kaizen).  Keep ideas fresh by bringing in new change agents and leaders for your change coalition.
  23. 23. Step Eight: Anchor the Changes in Corporate Culture  Talk about progress every chance you get.  Tell success stories about the change process,  Include the change ideals and values when hiring and training new staff.  Publicly recognize key members of your original change coalition.  Create plans to replace key leaders of change.
  24. 24. The Five Dysfunctions of a Team Patrick Lencioni (published 2002) _ Absence of trust Fear of conflict Lack of Commitment Avoidance of Accountability Inattention to Results
  25. 25. 1. Absence of Trust  Need a certain comfort level in the team  Willing to be vulnerable with one another  Willing to admit their mistakes and weaknesses,  Able to ask for help
  26. 26. 2. Fear of Conflict  Need to engage in unfiltered, passionate debate about key issues.
  27. 27. 3. Lack of Commitment  Need to be part of the decision making process.  Resolve conflicts.  Commit to a clear plan of action.
  28. 28. 4. Avoidance of Accountability  Need peer-to-peer accountability.
  29. 29. 5. Inattention to Results  Results monitored regularly.  Avoid individual ego and recognition becoming more important than collective team results.
  30. 30. The Rewards  Competitive advantages.  More accomplished in less time.  Make higher quality decisions.  Stick to those decisions by eliminating politics and confusion.  Employees feel more job satisfaction.
  31. 31. Alignment Vision & Mission Identity Vision Beliefs & Values Capability & Skills Behaviour Environment
  32. 32. Getting staff to improve performance: 1. They don’t know how. 2. They don’t know why. 3. They didn’t know they should. 4. They can’t (lack of resources). 5. Too painful (or uncomfortable). 6. No consequences. 7. “My way is best” 8. It is not what they do.
  33. 33. The study: 1,100 companies were examined, 180 questions each Results: 3 factors found to highly correlated (statistically with a chi-squared test for significance of 0.997). What three factors were found which lead to excellence? CEO skill, style, vision or brilliance, Brilliant product, 1st class marketing – none of these
  34. 34. Strategy, a word of military origin, refers to a plan of action designed to achieve a particular goal
  35. 35. Vincent Lombardi Teams do not go physically flat, they go mentally stale.
  36. 36. Transformational Leadership “The goal of transformational leadership is to transform people and organisations in the literal sense – to change them in mind and heart; enlarge vision, insight and understanding; clarify purpose; make behaviour congruent with beliefs and principles or values; and bring about changes that are permanent, self-perpetuating and momentum building”. Steven Covey
  37. 37. “We are what we think. All that we are arises with our thoughts. With our thoughts, we make our world.” The Buddha “If you think you can, or think you can’t you are right.” Henry Ford “Man is what he believes.” Anton Chekhov “We will not solve the problems … .from the level of thinking we were at when we created them.” Albert Einstein
  38. 38. “Until one is committed, there is hesitancy, the chance to draw back, always ineffectiveness. Concerning all acts of initiative (and creation), there is one elementary truth the ignorance of which kills countless ideas and splendid plans: that the moment one definitely commits oneself, then Providence moves too”. - Goethe
  39. 39. References.  John Kotter A professor at Harvard Business     School 8 Step Change Model The Five Dysfunctions of a Team by Patrick Lencioni (published 2002) Stephen R Covey The 7 Habits of Highly Effective People Alignment: Bertrand Russell, Gregory Bateson, Robert Dilts & Todd Epstein SWOT analysis Albert Humphrey
  40. 40. Thank you for your interest Contact details: International Strategic Management Limited Telephone: (44) (0) 20 7183 5164 Email: iayngclark@ismuk.com Website: www.ismuk.com

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