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The organisation life-cycle andhow to re-invent yourselfRod Willis, Assentire Ltd
1: c 1906 Diodes1: c 1906 Diodes3: c 1950 first Transistor3: c 1950 first Transistor6: c 1980 SMTstarts to take off6: c 19...
Is this Cycle more broadly helpful?Is this Cycle more broadly helpful?There are 1,000s of books, these have been the ones ...
Mapping YOUR Organisation / IndustryMapping YOUR Organisation / IndustryUsing your Eco-Cycle MAP place;•the first sticker ...
What is your Leadership Culture?There are many ways we can explore this, here is oneLeadership Development and what to be ...
Post Talk Material• A listing of a selection of associated papers and books– grouped by Leadership and Organisation Cultur...
If you want to explore furtherThank you for your time: rod.willis@assentire.netMake contact if you would like to explore f...
Mapping YOUR Organisation / IndustryMapping YOUR Organisation / IndustryThe process followed,managers thinkingrationally, ...
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The organisation life-cycle and how to re-invent yourself

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Key slides from a recent Thames Valley Chamber of Commerce talk June 2013.
Question: Where would you place your organisation/business in its life cycle? Could be challenging to visualize without a number of reference points. It is possible to become seemingly trapped by your own success.

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The organisation life-cycle and how to re-invent yourself

  1. 1. The organisation life-cycle andhow to re-invent yourselfRod Willis, Assentire Ltd
  2. 2. 1: c 1906 Diodes1: c 1906 Diodes3: c 1950 first Transistor3: c 1950 first Transistor6: c 1980 SMTstarts to take off6: c 1980 SMTstarts to take off The organisations that stand a chance of surviving the cycle, are the onesthat led themselves into change BEFORE they were forced to by themarket!!! They induced their own “Crisis” while they still had resources todeploy to drive their transition forward.Leadership Development and what to be aware of to lead thechangeThe organisations that stand a chance of surviving the cycle, are the onesthat led themselves into change BEFORE they were forced to by themarket!!! They induced their own “Crisis” while they still had resources todeploy to drive their transition forward.Leadership Development and what to be aware of to lead thechange2: c 1934 RADAR2: c 1934 RADAR4: c 1960 firstIntegrated Circuit4: c 1960 firstIntegrated Circuit5: c 1970 firstEMS probablySpace Craft Inc(SCI)5: c 1970 firstEMS probablySpace Craft Inc(SCI)7: c 1985Outsourcingramps7: c 1985Outsourcingramps8: c 1995 Off-shoringramps8: c 1995 Off-shoringrampsElectronic Manufacturing Services (EMS)Original Equipment Manufacturers (OEM)9: c 2000 OEMsell plants toEMS, majorinvesting9: c 2000 OEMsell plants toEMS, majorinvesting11: c 2005 EMS movealmost all plants toChina/Asia11: c 2005 EMS movealmost all plants toChina/Asia10: c 2003 EMS leftwith empty plants asOEMS reduce orders10: c 2003 EMS leftwith empty plants asOEMS reduce orders12: c 2010 Chinabecoming tooexpensive… and now!!!12: c 2010 Chinabecoming tooexpensive… and now!!!Mapping Electronics Manufacturing from 1990 looking at the Industry DynamicsMapping Electronics Manufacturing from 1990 looking at the Industry Dynamics13: c 2010Transient technology13: c 2010Transient technology
  3. 3. Is this Cycle more broadly helpful?Is this Cycle more broadly helpful?There are 1,000s of books, these have been the ones I have found to be most informative. Spot the odd-one-out, this isthe next sector to go to the Funfair, experience disaggregation and ride the Eco-cycle Roller coaster , ready or not!!!There are 1,000s of books, these have been the ones I have found to be most informative. Spot the odd-one-out, this isthe next sector to go to the Funfair, experience disaggregation and ride the Eco-cycle Roller coaster , ready or not!!!Knowledge of; a System, Variation, Psychologyand Theory of Knowledge, itselfKnowledge of; a System, Variation, Psychologyand Theory of Knowledge, itselfDeming’s 14 points dating back to 1982 arestill a good starting place, PLUS… SoPKDeming’s 14 points dating back to 1982 arestill a good starting place, PLUS… SoPK
  4. 4. Mapping YOUR Organisation / IndustryMapping YOUR Organisation / IndustryUsing your Eco-Cycle MAP place;•the first sticker where you think/feel your organisation or industry is right now…•the second sticker where you think/feel your organisation or industry was 5 years ago…•the third sticker where you think/feel your organisation or industry will be in 5 years time…Ask yourself;•what form of “ACTION” am I and my Leadership Team most familiar with?•do I and the team know how to operate in the alternative “ACTION” domains?•do you need to consider some alternative ACTION to maximize your performance and stay in the Driving seat?Using your Eco-Cycle MAP place;•the first sticker where you think/feel your organisation or industry is right now…•the second sticker where you think/feel your organisation or industry was 5 years ago…•the third sticker where you think/feel your organisation or industry will be in 5 years time…Ask yourself;•what form of “ACTION” am I and my Leadership Team most familiar with?•do I and the team know how to operate in the alternative “ACTION” domains?•do you need to consider some alternative ACTION to maximize your performance and stay in the Driving seat?
  5. 5. What is your Leadership Culture?There are many ways we can explore this, here is oneLeadership Development and what to be aware of to leadthe changeWhat is your Leadership Culture?There are many ways we can explore this, here is oneLeadership Development and what to be aware of to leadthe changeWhat is your Organisation Culture?There are many ways we can explore this, here is oneThe Character of a CorporationWhat is your Organisation Culture?There are many ways we can explore this, here is oneThe Character of a Corporationhttp://assentire.net/resources/How to View your Change Programmes
  6. 6. Post Talk Material• A listing of a selection of associated papers and books– grouped by Leadership and Organisation Culture• Three high level reflective sheets– to help you dig a little deeper in terms of Organisational and Leadershipculture and development• Video exploring– Transient Electronics– Warren Buffett and Leadership development• Succession Strategy pdf– Managing the All-Important Family Component, this is the short form version,the full report is detailed in the listing of papers to download• Agents of Transformation– For those wanting to explore “Leadership and the Corporate SustainabilityChallenge” starting to bring all the subject areas togetherThank you for your time: rod.willis@assentire.netMake contact if you would like to explore further still
  7. 7. If you want to explore furtherThank you for your time: rod.willis@assentire.netMake contact if you would like to explore further still
  8. 8. Mapping YOUR Organisation / IndustryMapping YOUR Organisation / IndustryThe process followed,managers thinkingrationally, making clearchoices before they act.The connectionbetween means andends is very close, andtheir action can usuallybe justified technicallyas maximising somewell-defined objectivessuch as profits.My Score:___________ The process followed,managers thinkingrationally, making clearchoices before they act.The connectionbetween means andends is very close, andtheir action can usuallybe justified technicallyas maximising somewell-defined objectivessuch as profits.My Score:___________ The process followed isalmost random innature, it unfolds overtime, and rationality,goals, and purpose areemergent from thepurpose.  In this perspective,managers are free toact but don’t know whatto do.  Their behaviouris not goal-directed;rather, it is goal-interpretedretrospectively.My Score:___________ The process followed isalmost random innature, it unfolds overtime, and rationality,goals, and purpose areemergent from thepurpose.  In this perspective,managers are free toact but don’t know whatto do.  Their behaviouris not goal-directed;rather, it is goal-interpretedretrospectively.My Score:___________ The process followed isexternally constrainedand determined by thecurrent situation.  Although individualsmay believe they areacting with purpose,their actions are in factconstrained bycircumstances in whichthey find themselves.My Score:___________ The process followed isexternally constrainedand determined by thecurrent situation.  Although individualsmay believe they areacting with purpose,their actions are in factconstrained bycircumstances in whichthey find themselves.My Score:___________ To Score:As you think about the different type of ACTION, score a 5 if you and your leadership team are very familiar andhave direct experience, a 3 if you have some understanding and limited experience or a 1 if very no experience.To Score:As you think about the different type of ACTION, score a 5 if you and your leadership team are very familiar andhave direct experience, a 3 if you have some understanding and limited experience or a 1 if very no experience.

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