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Astd 2009


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Astd 2009

  1. 1. Mrs. Nili Goldfein, DOOR International Design Center Mrs. Chen Dekel Cohen, Europe Management and Leadership Development, Intel Managing Complexity in Times of Change
  2. 2. John F. Kennedy “ Change is the law of life. And those who look only to the past or present are certain to miss the future”
  3. 3. Welcome to the World of Science Fiction <ul><li>Ender's Game </li></ul><ul><li>Speaker for the Dead </li></ul><ul><li>Xenocide </li></ul><ul><li>Children of the Mind </li></ul><ul><li>Ender's Shadow Series </li></ul>“ If you are going to ask the same old questions; you will get the same old answers&quot; Anonymous Orson Scott Card
  4. 4. TABLE OF CONTENTS <ul><li>Enviroment - Chaos and Order, Order and Chaos </li></ul>II. Organizations - Managing Complexity III. - Walk the Talk IV. Take Away - “So what is the bottom line “ ???
  5. 5. Crisis and Recession Equilibrium <ul><li>The Butterfly Effect </li></ul><ul><li>The Fractal Effect </li></ul><ul><li>The New Science of the Net </li></ul><ul><li>Chaos within Order </li></ul><ul><li>Order within Chaos </li></ul>T he Chaos Theory PAST
  6. 6. The Global Context- Paradigm Shift <ul><li>Mindset - Multi-National vs. Global </li></ul><ul><li>Global Economy - Free Trade in a Free Market </li></ul><ul><li>Technology - Redefining Time and Space </li></ul><ul><li>Knowledge - The New Growth Engine for Organizations </li></ul><ul><li>Absence of Physical Borders – Only One Playground </li></ul>PRESENT
  7. 7. The 21 st Century <ul><li>The Web Revolution </li></ul><ul><ul><li>Collective intelligence </li></ul></ul><ul><ul><li>Long tail organizations </li></ul></ul><ul><ul><li>The “Prosumer” </li></ul></ul><ul><li>The World is Flat </li></ul><ul><li>A New Frame to Knowledge: Creating, Sharing, Using </li></ul><ul><li>Restructuring Our Being </li></ul>FUTURE
  8. 8. “ If you are not going to ride the wave of change, you can find yourself beneath it” The Traditional Paradox of Management Anonymous
  9. 9. Organizations in Action The New Wave <ul><ul><ul><ul><ul><li>Learning circles, Knowledge Sharing </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Adopting learning abilities and the willingness to change </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Looking up to leaders (as a leading team) </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Open, multi-channeled communication </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Focusing on influence rather than authority </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Long term vision – short term work plans </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Managing the world by “business logic” </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Focusing on the &quot;big picture&quot; </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Role description – change &quot;on the fly“ </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Constant re-structuring </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Matrix, flexibility, virtual </li></ul></ul></ul></ul></ul>Strategy Infrastructure People
  10. 10. המצגת של חן
  11. 11. Intel’s Leadership Legacy… “ The fundamental rule in technology says whatever can be done will be done.” -Andy Grove “ Our goal: Be the building-block supplier to the Internet economy.” -Craig Berrett “ Eventually we will blanket the globe in wireless broadband connectivity” -Paul Otellini 40 years of leading technical innovation - changing the world every day.
  12. 12. Leadership: How Intel, Microsoft and Cisco Drive Industry Innovation - Ralph Katz Book Review <ul><li>What makes for a platform leader? </li></ul><ul><li>An organization becomes a platform leader when its‘ product or service offerings become the foundation on which other companies build their new products or market their new services </li></ul>1. Scope of the Firm : This lever addresses what the firm needs to consider for deciding what it wants to do inside and what it wants to encourage others to do outside. Link to Intel mission (slide 4) and slide 7 <ul><li>2. Product Technology: </li></ul><ul><li>This lever deals with decisions that platform leaders need to make with regard to the architecture of their product and the broader platform. </li></ul><ul><ul><li>How much modularization should there be in the design? </li></ul></ul><ul><ul><li>How much information should they disclose about interfaces or subsystem interdependencies? </li></ul></ul><ul><ul><li>Should they make licenses easily available or is patent and intellectual protection necessary? </li></ul></ul>3. Relationships with External Complementors: This lever focuses on how collaborative and how open platform leaders need to be with other key players and/or potential competitors within the industry 4. Internal Organization: This lever is important for helping platform leaders decide how to use their internal organizational structures and processes to manage external and internal conflicts of interest and priorities more effectively. Link to slide 3 & 6 the structure & announcement and than 8 Platform Leader
  13. 13. Intel's Mission Delight our customers, employees and shareholders by relentlessly delivering the platform and technology advancements that become essential to the way we work and live
  14. 14. Intel’s Global Operations Utah Development Center New Mexico Fabrication Malaysia Assembly/Test Germany Design Center Sales & Marketing United Kingdom Test Sales & Marketing Ireland Fabrication Systems Oregon Design Center Fabrication Systems California Design Center Fabrication Sales & Marketing Arizona Design Center Fabrication Assembly/Test Washington Systems Manufacturing Hong Kong Sales & Marketing Japan Sales & Marketing Philippines Assembly/Test PRC Assembly/Test SW Design Center Sales & Marketing Russia Design Center Sales & Marketing Costa Rica Assembly/Test` Massachusetts Fabrication India Design Center How do you enable effective collaboration ?
  15. 15. Intel Corporation today (2006) announced a broad reorganization bringing all major product groups in line with the company’s strategy to drive development of complete technology platforms based on Intel ingredients 1 Intel first provided customers with full sets of technology ingredients -such as microprocessors, chipsets, communications chips, base software capabilities, and other enabling tools that work together as a platform to improve the way technology is used - with the 2003 introduction of Intel® Centrino™ mobile technology . 2 &quot;Each operating unit has the autonomy to allocate computing and communications resources to be successful, making Intel's entire structure consistent with our platform products strategy.&quot; 3
  16. 16. <ul><li>Otellini is tossing out the old model &quot; . </li></ul><ul><li>&quot; Instead of remaining focused on PCs, he's pushing Intel to play a key technological role in a half-dozen fields, including consumer electronics, wireless </li></ul><ul><li>communications, and health care &quot; . </li></ul><ul><li>&quot; And rather than just microprocessors, he wants Intel to create all kinds of chips, as well as software,and then meld them together into what he calls &quot;platforms.&quot; </li></ul><ul><li>&quot;This is the right thing for our company, and to some extent the industry,&quot; he says. &quot;All of us want [technology] to be more powerful and to be simpler, to do stuff for us without us having to think about it.&quot; </li></ul>2006
  18. 18. IA Desktop Notebook Server Intel Employees Silicon Technology | iA Platform Architecture | Market Creation What We Do Netbooks/ Nettops NAND Visual Computing Embedded Health Handhelds Consumer Electronics WiMAX
  19. 19. “ The ingredient we start with is sand. Everything else is value added by people.” Andy Bryant Chief Administrative Officer
  20. 20. “ Out of intense complexities intense simplicities emerge” Winstone Churchil
  21. 21. What kind of people are we looking for? IQ – Intelligence Quotient SQ - Spiritual Quotient EQ – Emotional Quotient The new tool box
  22. 22. What Kind of People are we Looking For? <ul><li>What Kind Of People Are We Looking For? </li></ul><ul><li>&quot;New Adopters&quot; </li></ul><ul><li>‘ Real Time’ Self Learning Abilities </li></ul><ul><li>&quot;Out of the Box&quot; Way of Thinking </li></ul><ul><li>Speed </li></ul><ul><li>The New Tool Box </li></ul><ul><li>ZBB- Focus on Business Results </li></ul><ul><li>High Awareness to all kinds of Surroundings </li></ul><ul><li>Rapid Decision Making </li></ul><ul><li>Creative Thinking Patterns </li></ul>The New Tool Box IQ – Intelligence Quotient
  23. 23. What Kind of People Are we Looking For? The New Tool Box <ul><li>What Kind of People are we Looking For? </li></ul><ul><li>Challenging Their Own Psychological Borders </li></ul><ul><li>Ability to Contain Chaos and Constant Change </li></ul><ul><li>Work with Partners of All Kinds </li></ul><ul><li>Sense & Sensitivity! </li></ul><ul><li>The New Tool Box </li></ul><ul><li>Self Awareness </li></ul><ul><li>Team Work </li></ul><ul><li>Communication Skills </li></ul><ul><li>Receiving and Giving Constructive Feedbacks (and Do Something With It…) </li></ul><ul><li>Influence Skills </li></ul>EQ – Emotional Quotient
  24. 24. What Kind of People Are we Looking For? The New Tool Box <ul><li>What Kind of People Are we Looking For? </li></ul><ul><li>Respect for Diversity </li></ul><ul><li>Global Mindset </li></ul><ul><li>Brave Heart </li></ul><ul><li>The New Tool Box </li></ul><ul><li>Maintain Organizational Vision & Values </li></ul><ul><li>Preserve Personal Vision & Values </li></ul><ul><li>Take Social Responsibility </li></ul>SQ - Spiritual Quotient
  25. 25. Bhagwan Shree Ranjeesh “ Each living thing is an organism. Each dead thing is an organization”
  26. 26. CRISIS = Wei Ji Wei Ji
  27. 27. The Story of The Eagle…
  28. 28. The eagle has the longest life-span of its’ species
  29. 29. But to reach this age, the eagle must make a hard decision. It can live up to 70 years
  30. 30. Its’ long and flexible talons can no longer grab prey which serves as food In its’ 40’s
  31. 31. Its’ long and sharp beak becomes bent
  32. 32. Its’ old-aged and heavy wings, due to their thick feathers, become stuck to its’ chest and make it difficult to fly.
  33. 33. Then, the eagle is left with only two options: die or go through a painful process of change which lasts 150 days.
  34. 34. The process requires that the eagle fly to a mountain top and sit on its’ nest.
  35. 35. There the eagle knocks its’ beak against a rock until it plucks it out.
  36. 36. After plucking it out, the eagle will wait for a new beak to grow back and then it will pluck out its’ talons.
  37. 37. When its’ new talons grow back, the eagle starts plucking its’ old-aged feathers.
  38. 38. 30 more years And after five months , the eagle takes its’ famous flight of rebirth and lives for
  39. 39. Why is Change Needed? <ul><li>Many times, in order to survive ,we have to start a process of change </li></ul><ul><li>We sometimes need to get rid of old memories, habits and other past traditions </li></ul><ul><li>Only when freed from past burdens, can we take advantage of the present </li></ul>
  40. 40. “ When it comes to the future, there are 3 kinds of people: those who let it happen, those who make it happen, and those who wonder what happened” John M. Richardson