Friday, May 24, 2013 dr.sarma 1
Agenda Context Power of Positive Vision Critical Conversations Personal Drive Escape VelocityFriday, May 24, 2013 dr....
Course objective• This is unique seminar to energize organizationalleadership to face challenge when confronted withtransf...
The back ground• These thoughts were born out of• Intense research, real life experience of implementingchange in a strugg...
Presencing• a blend of the words "presence" and "sensing," refers tothe ability to sense and bring into the present oneshi...
‘ORGANIZATION - NOT STATIC• Hierarchy and control are temporary conditionsor outcomes of the system, mere ‗snapshot points...
Change essentials• Change requires new mindsets, not just new skills.• Over dependency on the human resource function toma...
Transformation leadership essential• view leadership as a collective activity that requiresmutual inquiry, learning and a ...
Bybringinginside-outleadershipintobalancewithoutsideinmarketpressure,fostering changeincriticalecapabilitiesandbuilding sh...
Leadership shift• leading people, strategic planning, inspiring commitmentand managing change-the weakest competencies oft...
What is escape velocity?• Escape Velocity is the minimumvelocity that an object is required toattain in order to escape fr...
WHAT IS THECONNECTION ?When engineering the change the same escapevelocity principle applies.There is a minimum velocity r...
What to Do About That Fork In the Road?"When the organization comes to afork in the road...what do you do?‖hesitate abou...
5 -Crucial Questions to askFriday, May 24, 2013 dr.sarma 141. Is there too much preoccupancy withpresent?2. Are we putting...
Initiating change needs Holding Crucial Conversationby leaders with key peopleFear of disagreements can make change initia...
Whilst a whirlpool has a relatively constant form, it does not existseparately from the movement of the river.• FOUR ‘LOGI...
Butterfly effectFriday, May 24, 2013 dr.sarma 17The butterfly doesn‘t cause in any meaningful sense the hurricane,but the ...
Story of an Eagle- This is a very powerful real life storyin order to live 75 years , at 40 it must decide what to domake ...
The call to make ?Who will make a call?Whether the push is fromPage 19Friday, May 24, 2013 Saama ConfidentialFriday, May 2...
Friday, May 24, 2013 dr.sarma 20
Seven stepsHere are seven ―steps to take nowto confidently take charge of own DESTINY1. Identify core talents, abilities, ...
1. Identify core talents, abilities, competencies,and skills Ask :What are my passions and interests in life?What do I ...
2. Identify fears. Fear is a paralyzer."Behold the turtle...who only makes progress when hesticks his neck out!"Push for...
Two Quotes"If you argue for your limitations...you get to keep them!" -Jonathan Livingston Seagull"Indecision is a decis...
Call your role models and supportersBehavior modeling and identifying your networkAsk yourself:Who are the people that ...
Critical impactors?CheerleadersSkill BuildersRecommendersChallengersPage 26Friday, May 24, 2013 Saama ConfidentialFrid...
Who Matters? Cont… Spot-lighters Esteem Builders Connectors Political AdvisorsPage 27Friday, May 24, 2013 Saama Confid...
4. Identify the CoachTrust the person who will help youto see your blind-spotsEven if one potentially can hold ownhand t...
Ask people who spent over 6 or 7 years in the companyConfused about Success - What does that mean? What does "success" me...
Architect a Plan S.T.A.N. – Strategic, Timely And Network... your guts out! L.B.W.A. – Living By Wandering Around Try t...
7. Call for ActionGive yourself a "butt kick" and take someaction...any action is better than no action, in many casesIt...
Expanding Circle of InfluencePage 32Friday, May 24, 2013 Saama ConfidentialFriday, May 24, 2013 dr.sarma 32
Ask :What is one small but positive step I can put into actiontoday?What two other things can I do within a defined andr...
SummaryPage 34Friday, May 24, 2013Friday, May 24, 2013 dr.sarma 34
Friday, May 24, 2013 dr.sarma 35
dr.sarma Page 36Friday, May 24, 2013
Can we see the futuredr.sarma Page 37Friday, May 24, 2013
Org life patterndr.sarma Page 38Friday, May 24, 2013
People patterndr.sarma Page 39Friday, May 24, 2013Hippocrates named the Four Personality types afterbody fluids:the Choler...
dr.sarma Page 40Friday, May 24, 2013
dr.sarma Page 41Friday, May 24, 2013
Joy is in the pursuit of “Mastery”Personal masterydr.sarma Page 42Friday, May 24, 2013
Personal mastery. ‗Organizations learn only through individuals who learn.Individual learning does not guarantee organizat...
Central to good human life and careerdr.sarma Page 44Friday, May 24, 2013
7 Principles of AretiansFriday, May 24, 2013 dr.sarma 45
Words of Wisdomdr.sarma Page 46Friday, May 24, 2013 Page 46Friday, May 24, 2013 Saama Confidential
Execution modelinitiation deployment stabilize EscapeacceleratorLeadershipstylevisionary pragmatism Harmonize collaborativ...
7 Dimensions of Armored Employeedr.sarma Page 48Friday, May 24, 2013 Page 48ConfidentialArmoredemployeefinancialAccountman...
dr.sarma Page 49Friday, May 24, 2013 Page 49Friday, May 24, 2013 Saama Confidential Category Power: Reengineering Portfol...
HiLoLo HiCapability(Knowledge,Experience,MarketPosition)“Specialized”Short / Medium-Term Player; MaybeMarginalized in Medi...
Friday, May 24, 2013 51dr.sarma
July 05th 2012Friday, May 24, 2013 dr.sarma 52
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Escape velocity engineering the organizational transformation May ,24,2013

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practical, real life example of change management

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  • chaos and complexity theory stresses that there is no ‘grand design’ or central organizing principle at work in such systems.patterns have to emerge’ without being imposed.
  • A recent CCL study found that the four most important skills/capabilities needed by organizations in the future
  • Morgan addresses four ‘logics of change’ in his chapter Unfolding Logics of Change, namely:
  • The most famous example of this is the ‘butterfly effect’ where a small and insignificant event such as a butterfly flapping its wings in China can influence weather patterns on the other side of the world.
  • Speak about ancient motivations…. Motivation 1.0 running around the bushes and hunting, Motivation 2.0 Seek Reward for achieving results…. Motivation 2.1 flexible schedules, trust in the people, Speak about Wikipedia vs. Encylopedia (13 million articles by 28 million people writing in 260+ languages)
  • Right brain thinking vs.
  • High levels of creativity for Intrinsic type people
  • Escape velocity engineering the organizational transformation May ,24,2013

    1. 1. Friday, May 24, 2013 dr.sarma 1
    2. 2. Agenda Context Power of Positive Vision Critical Conversations Personal Drive Escape VelocityFriday, May 24, 2013 dr.sarma 2Wish to acknowledge the great works of Geoffrey MooreAnd Kerry Patterson and Otto Scharmer.Peter senge
    3. 3. Course objective• This is unique seminar to energize organizationalleadership to face challenge when confronted withtransformation challenge• The seminar hopes to sensitize managers /employees toaccelerate buy-in and alignment with transformation andchange strategies• Focus is on learning the critical issues to engineersystematically the escape from lower growth andshrinking margins-the pressing issues of present to besuper category killer leagueFriday, May 24, 2013 dr.sarma 3―It is not the strongest that survive, nor the- the challenge of future most intelligent, but the most responsive tochange ‖. Charles Darwin.
    4. 4. The back ground• These thoughts were born out of• Intense research, real life experience of implementingchange in a struggling organizationFriday, May 24, 2013 dr.sarma 4
    5. 5. Presencing• a blend of the words "presence" and "sensing," refers tothe ability to sense and bring into the present oneshighest future potential—as an individual and as a groupTheory U suggeststhat the way in which we attend to a situation determineshow a situation unfolds: I attend this way, therefore itemerges that way.• Theory U offers a set of principles and practices forcollectively creating the future that wants to emerge(following the movements of co-initiating, co-sensing, co-inspiring, co-creating, and co-evolving).--- Otto ScharmerFriday, May 24, 2013 dr.sarma 5
    6. 6. ‘ORGANIZATION - NOT STATIC• Hierarchy and control are temporary conditionsor outcomes of the system, mere ‗snapshot points‘ on aself-organizing journey (as Morgan puts it).• The fundamental role of managers is to shape andcreate “contexts” in which appropriate forms of self-organization can occur. (Morgan, 1998:227)Friday, May 24, 2013 dr.sarma 6
    7. 7. Change essentials• Change requires new mindsets, not just new skills.• Over dependency on the human resource function tomanage change through individual skill development maynot work.• Leadership has to consider the need to advance bothindividual and collective leadership mindsets and styleFriday, May 24, 2013 dr.sarma 7―You will either step forward into GROWTH or you will step back into safety‖. AbrahamMaslow
    8. 8. Transformation leadership essential• view leadership as a collective activity that requiresmutual inquiry, learning and a capacity to work withcomplex challenges.• Than heroic leadership in Conventional cultures assumethat leadership emerges from a variety of individualsbased on knowledge and expertise.• Dependent leadership cultures hold only people inpositions of authority responsible for leadership• Interdependent leadership calls for collective andcollaborative leadership behaviorFriday, May 24, 2013 dr.sarma 8
    9. 9. Bybringinginside-outleadershipintobalancewithoutsideinmarketpressure,fostering changeincriticalecapabilitiesandbuilding sharedVision,alignmentandcommitment.BecomespossiblewithsufficientescapevelocityWithout thehumansideoftheequation,effortstoimplement changestrategyfailsEscapevelocityVisionOutsideinChallenge tochangeInsideoutFriday, May 24, 2013 dr.sarma 9
    10. 10. Leadership shift• leading people, strategic planning, inspiring commitmentand managing change-the weakest competencies oftoday‘s individual leaders.• Inadequate leadership ability is part of the problem.• ―leadership‖ — not leader.• The shift in focus from development of the individuals tobe heroic leader,• realization of leadership as a collective activity is veryimportant.Friday, May 24, 2013 dr.sarma 10
    11. 11. What is escape velocity?• Escape Velocity is the minimumvelocity that an object is required toattain in order to escape fromgravitational field of another object.• Escape velocity does not depends onthe mass of the escaping object.• However, heavier object will requiremore energy to escape!•Vescape= 40,000 km/hr = 11 km/sec from the surface of the EarthFriday, May 24, 2013 dr.sarma 11
    12. 12. WHAT IS THECONNECTION ?When engineering the change the same escapevelocity principle applies.There is a minimum velocity requirement to escapefrom the pull of the organizations past cultureHere in these sessions we try and understand how tomake the change happenFriday, May 24, 2013 dr.sarma 12
    13. 13. What to Do About That Fork In the Road?"When the organization comes to afork in the road...what do you do?‖hesitate about which way togo, now, with the rest of the life.Dilemma occurs due to eitherMarket Crisis-occurs at any timeOrganizational Crisis – shrinking marginslower GrowthPage 13Friday, May 24, 2013 Saama ConfidentialFriday, May 24, 2013 dr.sarma 13
    14. 14. 5 -Crucial Questions to askFriday, May 24, 2013 dr.sarma 141. Is there too much preoccupancy withpresent?2. Are we putting enough efforts toshape future collectively?3. How much individual effort is beingdone towards future?4. Is there enough talent around us?5. Is there enough steam in the team6. Is there right talent mix
    15. 15. Initiating change needs Holding Crucial Conversationby leaders with key peopleFear of disagreements can make change initiative to goslowPage 15Friday, May 24, 2013 Saama ConfidentialFriday, May 24, 2013 dr.sarma 15
    16. 16. Whilst a whirlpool has a relatively constant form, it does not existseparately from the movement of the river.• FOUR ‘LOGICS OF CHANGE’• Autopoiesis- self creating• Chaos & complexity• Mutual causality• Dialectical changePage 16Friday, May 24, 2013 ConfidentialFriday, May 24, 2013 dr.sarma 16
    17. 17. Butterfly effectFriday, May 24, 2013 dr.sarma 17The butterfly doesn‘t cause in any meaningful sense the hurricane,but the tiny change it causes in its environment leads to anotherchange and another change, and so on…How can managers and leaders cope in the face of such chaos andcomplexity? five key ideas:Learning the art of managing and changing contextsLearning how to use small changes to create large effectsLiving with continuous transformation and emergent order as anatural state of affairsBeing open to new metaphors that can facilitate processes of self-organization (Morgan, 1998:226)
    18. 18. Story of an Eagle- This is a very powerful real life storyin order to live 75 years , at 40 it must decide what to domake choice about painful changeshttp://www.youtube.com/watch?v=J65MycJKwgw&NR=1&feature=fvwpPage 18Friday, May 24, 2013 Saama ConfidentialFriday, May 24, 2013 dr.sarma 18
    19. 19. The call to make ?Who will make a call?Whether the push is fromPage 19Friday, May 24, 2013 Saama ConfidentialFriday, May 24, 2013 dr.sarma 19
    20. 20. Friday, May 24, 2013 dr.sarma 20
    21. 21. Seven stepsHere are seven ―steps to take nowto confidently take charge of own DESTINY1. Identify core talents, abilities, competencies, and skills2. Identify fears.3. Identify role models and supporters4. Identify coach5. Define success6. Architect a plan7. Spell out ―Actionsteps‖Friday, May 24, 2013 dr.sarma 21
    22. 22. 1. Identify core talents, abilities, competencies,and skills Ask :What are my passions and interests in life?What do I love to do, more than anything else?What do I care about, more than anything else?Identify the linkages to marry your passion and values toyour professional contributionPage 22Friday, May 24, 2013 Saama ConfidentialFriday, May 24, 2013 dr.sarma 22
    23. 23. 2. Identify fears. Fear is a paralyzer."Behold the turtle...who only makes progress when hesticks his neck out!"Push forward by asking:What am I afraid of?What is keeping me from actively pursuing?Whats the "pay off" ?Whats the ―damage‖?Is it really a "mistake―?What is ―blocking‖?Page 23Friday, May 24, 2013 Saama ConfidentialFriday, May 24, 2013 dr.sarma 23
    24. 24. Two Quotes"If you argue for your limitations...you get to keep them!" -Jonathan Livingston Seagull"Indecision is a decision"...- James BryantPage 24Friday, May 24, 2013 Saama ConfidentialFriday, May 24, 2013 dr.sarma 24
    25. 25. Call your role models and supportersBehavior modeling and identifying your networkAsk yourself:Who are the people that I most admire? What are their qualities that make them so admirable?How can I fold these admired qualities into my own way of being, while stillkeeping my own sense of self and integrity?Who are the people I can turn to when I need specific measures and theresults?Page 25Friday, May 24, 2013 Saama ConfidentialFriday, May 24, 2013 dr.sarma 25
    26. 26. Critical impactors?CheerleadersSkill BuildersRecommendersChallengersPage 26Friday, May 24, 2013 Saama ConfidentialFriday, May 24, 2013 dr.sarma 26
    27. 27. Who Matters? Cont… Spot-lighters Esteem Builders Connectors Political AdvisorsPage 27Friday, May 24, 2013 Saama ConfidentialFriday, May 24, 2013 dr.sarma 27
    28. 28. 4. Identify the CoachTrust the person who will help youto see your blind-spotsEven if one potentially can hold ownhand through some dark hours ofthe professional path “Get a Coach”who will hold youPage 28Friday, May 24, 2013 Saama ConfidentialFriday, May 24, 2013 dr.sarma 28
    29. 29. Ask people who spent over 6 or 7 years in the companyConfused about Success - What does that mean? What does "success" mean to me? What does "success" mean to others around me? What does "success" at my job / in my profession mean, within my organization? How do I define success in my personal life? How does "societys" prescribed definition of personal and professional successinfluence my own definition of this concept? Do I suspect that my definition of success will change as I grow older? How? How can I broaden my personal definition of success?Page 29Friday, May 24, 2013 Saama ConfidentialFriday, May 24, 2013 dr.sarma 29
    30. 30. Architect a Plan S.T.A.N. – Strategic, Timely And Network... your guts out! L.B.W.A. – Living By Wandering Around Try the right brain exercise of mind-mapping or build acollage on the theme of where you want to professionally"go.‖ Map out with words, as well, practical, "do-able today"steps to move yourself forwardPage 30Friday, May 24, 2013 Saama ConfidentialFriday, May 24, 2013 dr.sarma 30
    31. 31. 7. Call for ActionGive yourself a "butt kick" and take someaction...any action is better than no action, in many casesIts better to take a action, and find out its not right foryou, after all, rather than not take any actionPage 31Friday, May 24, 2013 Saama ConfidentialFriday, May 24, 2013 dr.sarma 31
    32. 32. Expanding Circle of InfluencePage 32Friday, May 24, 2013 Saama ConfidentialFriday, May 24, 2013 dr.sarma 32
    33. 33. Ask :What is one small but positive step I can put into actiontoday?What two other things can I do within a defined andreasonable parameter of time, e.g. next 30 days, to moveme forward even more?What are at least two strategies for networking withothers (who have something in common with me) that Iam comfortable implementing immediately?How many ways can I continue to expand my Circle ofInfluence (CI)?Page 33Friday, May 24, 2013 Saama ConfidentialFriday, May 24, 2013 dr.sarma 33
    34. 34. SummaryPage 34Friday, May 24, 2013Friday, May 24, 2013 dr.sarma 34
    35. 35. Friday, May 24, 2013 dr.sarma 35
    36. 36. dr.sarma Page 36Friday, May 24, 2013
    37. 37. Can we see the futuredr.sarma Page 37Friday, May 24, 2013
    38. 38. Org life patterndr.sarma Page 38Friday, May 24, 2013
    39. 39. People patterndr.sarma Page 39Friday, May 24, 2013Hippocrates named the Four Personality types afterbody fluids:the Choleric, the Melancholic, the Phlegmatic andthe Sanguine.
    40. 40. dr.sarma Page 40Friday, May 24, 2013
    41. 41. dr.sarma Page 41Friday, May 24, 2013
    42. 42. Joy is in the pursuit of “Mastery”Personal masterydr.sarma Page 42Friday, May 24, 2013
    43. 43. Personal mastery. ‗Organizations learn only through individuals who learn.Individual learning does not guarantee organizational learning. But without it noorganizational learning occurs‘ (Senge 1990: 139).Personal mastery is the discipline of continually clarifying and deepening ourpersonal vision, of focusing our energies, of developing patience, and of seeingreality objectively‘. It goes beyond competence and skills, although it involvesthem. It goes beyond spiritual opening, although it involves spiritual growth.Mastery is seen as a special kind of proficiency. It is not about dominance, butrather about calling. Vision is vocation rather than simply just a good idea.People with a high level of personal mastery live in a continual learning mode.They never ‗arrive‘. Sometimes, language, such as the term ‗personal mastery‘creates a misleading sense of definiteness, of black and white. But personalmastery is not something you possess. It is a process. It is a lifelong discipline.People with a high level of personal mastery are acutely aware of theirignorance, their incompetence, their growth areas. And they are deeply self-confident. Paradoxical? Only for those who do not see the ‗journey is thereward‘.dr.sarma Page 43Friday, May 24, 2013
    44. 44. Central to good human life and careerdr.sarma Page 44Friday, May 24, 2013
    45. 45. 7 Principles of AretiansFriday, May 24, 2013 dr.sarma 45
    46. 46. Words of Wisdomdr.sarma Page 46Friday, May 24, 2013 Page 46Friday, May 24, 2013 Saama Confidential
    47. 47. Execution modelinitiation deployment stabilize EscapeacceleratorLeadershipstylevisionary pragmatism Harmonize collaborativeCorecompetencyinnovative challenger selling teamCore attribute proactive toughness patience caringDecision style intuitive experimental deliberating delegatingAlignment cofactors inorganizationVisionchampionsEngineeringnew productsVisioncommunityMarketing HRbrandingOperationsmgtStrategic keymenfinancialsFriday, May 24, 2013 dr.sarma 47
    48. 48. 7 Dimensions of Armored Employeedr.sarma Page 48Friday, May 24, 2013 Page 48ConfidentialArmoredemployeefinancialAccountmanagtStrategyAdminMgmtDeliveryMgmtPeopleMgmtEngineeringandinnovation
    49. 49. dr.sarma Page 49Friday, May 24, 2013 Page 49Friday, May 24, 2013 Saama Confidential Category Power: Reengineering Portfolio Management Company Power: Making Asymmetrical Bets Market Power: Capitalizing on Market Transitions Offer Power: Breaking the Ties that Bind Execution Power: Engineering the EscapeREF: Geoffrey Moore
    50. 50. HiLoLo HiCapability(Knowledge,Experience,MarketPosition)“Specialized”Short / Medium-Term Player; MaybeMarginalized in Medium-TermLong-Term Winners“Highly Diversified super category killer ”Long-Term Winners“also ran”Short / Medium-Term LoserSlide 50Friday, May 24, 2013Friday, May 24, 2013 dr.sarma 50Category killerMarket breadth
    51. 51. Friday, May 24, 2013 51dr.sarma
    52. 52. July 05th 2012Friday, May 24, 2013 dr.sarma 52

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