Beyond Success


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A discussion of change, leadership, organizations, competitive advantage and purpose.

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Beyond Success

  1. 1. Beyond Success Insights Into Leadership Donna C. L. Prestwood & Paul A. Schumann, Jr. Glocal Vantage, Inc.
  2. 2. Topics <ul><li>Change </li></ul><ul><li>Competitive Advantage </li></ul><ul><li>Leadership </li></ul><ul><li>Purpose </li></ul>
  3. 3. Change Is a Constant
  4. 4. Organizations at a Crossroads Organization Social Political Economic Demographic Scientific Driving Forces for Change
  5. 5. Social Driving Forces <ul><li>The Gap Between Education and Preparedness for Today’s Work and Life </li></ul><ul><li>The Use and Abuse of Drugs </li></ul><ul><li>What Constitutes a Family? </li></ul><ul><li>Redefinition of Roles: Women & Men </li></ul><ul><li>The Emergence of Alternative Means of Dealing With Life Issues </li></ul>
  6. 6. I’m OK, You’re Not OK <ul><li>75% Said That They Are Living Up To Their Commitments </li></ul><ul><li>80% Said That They Are Able To Meet Their Workplace Commitments </li></ul><ul><li>But, 90% Said That Others Are Not </li></ul><ul><li>But, 35% Said That Their Co-workers Are Not </li></ul>Source: Austin American Statesman, 11/21/94
  7. 7. Political Driving Forces <ul><li>War & Peace </li></ul><ul><li>Tribalism & Globalism </li></ul><ul><li>Nationalism & Regionalism </li></ul><ul><li>Right & Left </li></ul><ul><li>One Person & One Vote </li></ul><ul><li>Checks & Balances </li></ul><ul><li>Economic States & Governance </li></ul>
  8. 8. Economic Driving Forces <ul><li>The Deficit & Inflation </li></ul><ul><li>Trading Alliances </li></ul><ul><li>The Emergence of the New Economies </li></ul><ul><li>Redefining Capital </li></ul><ul><li>The New Business Economy </li></ul><ul><ul><li>The Electronic Cottage </li></ul></ul><ul><ul><li>The Growth of Small Businesses </li></ul></ul><ul><ul><li>Downsizing & Mergers/Acquisitions </li></ul></ul>
  9. 9. Scientific Driving Forces <ul><li>Reduction in Defense Related Research </li></ul><ul><li>Reduction in R&D </li></ul><ul><li>Dual Use Technology & Technology Transfer </li></ul><ul><li>Diffusion of Scientific Concepts Into Society </li></ul><ul><ul><li>Quantum Theory </li></ul></ul><ul><ul><li>Systems Theory </li></ul></ul><ul><ul><li>Chaos Theory </li></ul></ul><ul><ul><li>Ecology </li></ul></ul>
  10. 10. Demographic Driving Forces <ul><li>Immigration </li></ul><ul><li>Diversity </li></ul><ul><li>The Graying of America </li></ul><ul><li>The New Geography </li></ul><ul><li>Our Neighbors </li></ul>
  11. 11. A New World of Work Year (1900’s) Percent of Work Force Source: Fortune 6/27/94
  12. 12. US Work Force Distribution Source: Future Forces
  13. 13. Workers and the Workforce Past Present Future 1900’s - 85% of workers in agriculture 3% 1950’s - 73% of workers in production 15% 67% in service sector 44% in information work 1960’s - 50% of all workers in industrialized countries in production, Robots introduced 12-16% Companies spend more on computing & communication equipment than industrial, mining, farm and construction combined 1980 - 20,000,000 contingent workforce 45,000,000 <50% of work in conventional, full time jobs
  14. 14. Information and Computers Past Present (1994) Future More information produced in the last 50 years than the previous 5,000 Weekday edition of New York Times contains more information than average person in 17th century England had Information supply doubles every 5 years 1944 - ENIAC Intel 486 Space - 18 wheel trailer Weight - 17 cars Power - 140,000 watts MIPS - .005 Price Size of a dime Less than a packet of sugar 2 watts 54 8,000 times less expensive than it was 30 years ago Number of components on a chip doubles every 18 months Power decreases 30% per year MIPS is doubling every 18 months 1982 - 32,000 robots in US 20,000,000 The sum total of all human knowledge amassed throughout history is only one percent of the information that will be available to us by 2050
  15. 15. Shifting Perspectives of Work <ul><li>Where Has All the Order Gone? </li></ul><ul><li>People Will Not Be Paid to Watch Other People Work </li></ul><ul><li>Workers Who Only Do a Good Job Will Be Expendable </li></ul><ul><li>The End of Regular Hours, Strictly Prescribed Duties, and Consistent Location </li></ul><ul><li>The End of the “Golden Handcuff” Social Contract </li></ul><ul><li>The End of the Career Ladder </li></ul>
  16. 16. Job Directions Policy Procedures Measurements Materials Output A Job Tasks Assignments
  17. 17. Work Acquire Apply Converse Vision Mission Goals Materials Purpose Knowledge Skills Abilities Innovation
  18. 18. Working Today <ul><li>Flexibility </li></ul><ul><li>Responsibility </li></ul><ul><li>Interconnectedness </li></ul><ul><li>Responsiveness </li></ul><ul><li>Lifelong Learning </li></ul><ul><li>Expanding Capabilities </li></ul><ul><li>Unfolding Purpose </li></ul>
  19. 19. Paradigm Progress Normal Progress Anomalies Crisis Revolution
  20. 20. The S Curve Productivity Time Physical System Productivity Time Human System
  21. 21. Present Models of Change <ul><li>The Challenge </li></ul><ul><li>Reorganization and Restructuring </li></ul><ul><li>Mergers and Acquisitions </li></ul><ul><li>Intrapreneurship </li></ul><ul><li>Quality </li></ul><ul><li>Flex Teams </li></ul><ul><li>Down Sizing , Right Sizing and Reshaping </li></ul><ul><li>Re-engineering </li></ul><ul><li>Re-inventing </li></ul><ul><li>Principle Centered Leadership </li></ul><ul><li>The Learning Organization </li></ul>
  22. 22. Organizational Change Model Needs Meaning Past Future Objective/External Subjective/Internal Boundaries Exploration Source: Grant
  23. 23. Values and Culture Philosophy Beliefs Values Behavior
  24. 24. Values in Organizations <ul><li>People Know How To Behave </li></ul><ul><li>People Feel Better About What They Do </li></ul><ul><li>Better Decisions Are Made </li></ul><ul><li>Organizations With a Few Key Market Driven Values, Well Developed, Are More Likely To Be Successful </li></ul><ul><li>Organizations That Can Change Values Will Thrive </li></ul>
  25. 25. Tools for Shaping Values <ul><li>Walk the Talk </li></ul><ul><li>Talk the Walk </li></ul><ul><li>Recognize the Heroes and Heroines </li></ul><ul><li>Elevate the Purpose </li></ul><ul><li>Reinforce the Purpose with Practices, Customs, Story Telling and Myth Building </li></ul>
  26. 26. Recreating Teams and Organizations <ul><li>Holographic or Mosaic </li></ul><ul><li>Integrative or Segmental </li></ul><ul><li>External or Internal </li></ul><ul><li>Gentle or Violent </li></ul><ul><li>Organic or Mechanical </li></ul><ul><li>Participative or Directive </li></ul><ul><li>Interdependent or Independent </li></ul>
  27. 27. Information Noise Data Knowledge Wisdom
  28. 28. Competitive Advantage Technology Innovation Vitality Information
  29. 29. The Real Costs of Information Technology
  30. 30. Organizational Transformation Hardware Software Training Organizational Development Personal Change
  31. 31. Principles of Innovation <ul><li>Seek Change </li></ul><ul><li>Gain the Vantage Point </li></ul><ul><li>Motivate Freedom </li></ul><ul><li>Delight People </li></ul>
  32. 32. Skill Development Novice Advanced Beginner Competence Proficiency Expertise
  33. 33. Characteristics of Leadership <ul><li>Introspective </li></ul><ul><li>Able to Live in the Question </li></ul><ul><li>Flexible </li></ul><ul><li>Receptive </li></ul><ul><li>Vulnerable </li></ul><ul><li>Open to Transformation </li></ul><ul><li>Holistic </li></ul><ul><li>Empathetic </li></ul><ul><li>Trusting </li></ul><ul><li>Worthy of Trust </li></ul><ul><li>Balanced </li></ul><ul><li>Useful </li></ul>
  34. 34. Communication & Conversation Same Shared Different Same Shared Different Values Information
  35. 35. The Profile of a Leader <ul><li>Authority is Derived </li></ul><ul><li>Control is Granted by Consent </li></ul><ul><li>Connections Provide Information </li></ul><ul><li>Charisma Emanates From Commitment </li></ul><ul><li>Motivation Transcends Self </li></ul><ul><li>Ethics Reflect Integrity </li></ul><ul><li>Responsibility Requires Responsiveness </li></ul><ul><li>Structure is Situational </li></ul><ul><li>Strategies are Values Based </li></ul>
  36. 36. Leading Ennobling Enabling Empowering Encouraging
  37. 37. Leading Ennoble Enable Empower Encourage nergize njoy
  38. 38. Building Your Leadership Skills <ul><li>Hone Your Perceptions </li></ul><ul><li>Develop Your Own Vitality </li></ul><ul><li>Enjoy the Adventure </li></ul><ul><li>Accept All Gifts </li></ul><ul><li>Encourage the Heroic Within </li></ul><ul><li>Be Affluent </li></ul>
  39. 40. Self Actualization Physiological Safety Belonging and Love Esteem Cognitive Aesthetic Transcendence Needs Progress Time Productivity
  40. 41. Glocal Vantage, Inc. <ul><li>PO Box 161475 </li></ul><ul><li>Austin, TX 78716 </li></ul><ul><li>(512) 632-6586 </li></ul><ul><li>[email_address] </li></ul><ul><li> </li></ul><ul><li> </li></ul><ul><li>Twitter: innovant2003 </li></ul>