This document discusses transforming a 100-year-old financial institution to create organizational agility in a rapidly changing world. It summarizes:
1) The challenges of helping traditional banking institutions built for long-term success transform for a second century of turbulence and uncertainty.
2) How M&F Bank, founded in 1907, engaged all stakeholders including employees and customers to create a new strategic vision and roadmap through strategy maps and growth initiatives.
3) The solutions implemented including conducting an Agility Audit to identify strengths and obstacles, and workshops to build the key drivers of anticipating change, generating confidence, liberating thinking, and evaluating results across people, processes, and technology.
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
Becoming a high performance organization (Agile, Design Thinking, Lean Startu...Sylvain Mahe
In today's digital age, organisations are constantly seeking to innovate and remain relevant. Join Enterprise Agile Coach, Sylvain, as he shares the attributes of innovative leaders and how to unleash the potential of creative workers from his years of experience working with large multinational firms that have sought to disrupt before being disrupted. Attendees can expect to walk away with models and practical techniques that will help them decipher the various corporate cultures and how to shape it to become a high-performance organization.
• Performance is what an enterprise delivers to its shareholders in the here and now, evaluated through such measures as net operating profit, return on capital employed, total returns to share- holders, net operating costs, and stock turn.
• Health is the ability of the organization to align, execute, and renew itself faster than its competition, allowing it to sustain exceptional performance year in, year out
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
Becoming a high performance organization (Agile, Design Thinking, Lean Startu...Sylvain Mahe
In today's digital age, organisations are constantly seeking to innovate and remain relevant. Join Enterprise Agile Coach, Sylvain, as he shares the attributes of innovative leaders and how to unleash the potential of creative workers from his years of experience working with large multinational firms that have sought to disrupt before being disrupted. Attendees can expect to walk away with models and practical techniques that will help them decipher the various corporate cultures and how to shape it to become a high-performance organization.
• Performance is what an enterprise delivers to its shareholders in the here and now, evaluated through such measures as net operating profit, return on capital employed, total returns to share- holders, net operating costs, and stock turn.
• Health is the ability of the organization to align, execute, and renew itself faster than its competition, allowing it to sustain exceptional performance year in, year out
People factors are often neglected at the expense of technology and process in the IT industry. An argument is made for people factors being the difference between average and great.
Tech giant Microsoft’s India-born CEO Satya Nadella’s first book in which he explores his personal journey, the company’s ongoing transformation and the wave of technological change will hit the future.
The book titled “ Hit Refresh “ carries a foreword by Microsoft co-founder Bill Gates.
Some of my Key picks from the Book
Page 38 & 39- 3 Business & leadership principles learned from Cricket
• Compete vigorously and with passion in the face of uncertainty and intimidation
• Put your team first, ahead of your personal statistics and recognition.
• One brilliant character who does not put the team first can destroy the entire team.
Page 119
• “ To be a leader in this company, your job is to find the rose petals in the field of Shit “ – We can look at a leader as an operator of a machine. Machines are built up using a lot of different cogs of all sizes that coherently work together as one giant machine. So be definition it is important to select cogs that you know you can trust and rely on before operating your machine. Since without these cogs, it all falls apart and you would not be able to operate anything.
Page 119 & 120 -Leadership Principles
• Bring clarity to those you work with. By taking internal and external noise and synthesizing a message from it to deliver to your team.
• Leaders generate Energy, not only on their own teams but across the company.
• To find a way a way to deliver success to make things happen. This means driving innovations that people love and are inspired to work on; finding balance between long-term success and short-term wins; and being boundary-less and globally minded in seeing solutions.
Page 125 – Our Partners
• “ For everyone working with partners, I encourage you to ask yourself “ What could be?” and explore new, creative ways to do interesting things that add value back to our platforms for customers” .
Page 126 – Four initiatives every company must make a priority
• Engage with your customers base by leveraging data to improve the customer experience.
• Empower your own employees by enabling greater and more mobile productivity and collaboration in the new digital world of work.
• Optimize operations, automating and simplifying business process across sales, operations & finance.
• Transform products service and business models ( Become a digital company)
Page 166– Quantum Computers
• “ Quantum computers will not stake the form of new stand-alone, super-fast PC but will operate as a co-processor , receiving its instructions and cues from a stack of classical processors” .
Book Summary of Execution : The Discipline of Getting Things DoneChandra Kopparapu
The book titled Execution: The Discipline of Getting Things Done by Lawrence Bossidy and Ram Charan is an examination of what it takes for companies to succeed through strategies, processes, leadership and ultimately, execution. It is this which sets successful companies apart from those that fail. It was reported that nearly 25% of the fortune 500 CEO’s failed to execute the Business Strategy.
Corporate values articulate what guides an organization’s behavior and decision making. They can boost innovation, productivity, and credibility, and help deliver thereby sustainable competitive advantage. However, a look at typical statements of corporate values suggests much work remains to be done before organizations draw real benefits from them.
Execution - The Discipline of getting things done GMR Group
This book was published in the year 2002 and I had read this book at that time. Revisited and read this book again just to evaluate the context. Even today the context of this book is very relevant.
Too many leaders fool themselves into thinking their companies are well run. They are like the parents in Garrison Keillor’s fictional Lake Wobegon, all of whom think their children are above average. Then the top performers at Lake Wobegon High school arrive at the University of Minnesota or Colgate or Princeton and find out they are average or even below average. Similarly , when corporate leaders start understanding how the GE’s and Emerson Electrics of this world are run- how superbly they get things done- they discover how far they have to go before they become World class in Execution.
Here is the fundamental problem: People think of execution as the tactical side of business, something leaders delegate while thy focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He can delegate its substance.
We talk to many leaders who fall victim to the gap between promises they’ve made and results their organizations delivered. They frequently tell us they have a problem with accountability—people aren’t doing the things they’re supposed to do to implement a plan. They desperately want to make changes of some kind, but what do they need to change? They don’t know.
Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage.
Read this Summary ……
A company is in Prime when form and function are in balance. The what and the how are in balance. Prior to Prime, function is more important than form. In other words, what we do is more important than how we do it. After Prime, how we do it is more important than what we do. That is why, after Prime, how you do something and whom you know is more important than what you do. In Prime, the what and how are in balance. In Prime, the company is both flexible and in control. Prior to Prime, the company is flexible, but not very much in control of itself. After Prime, control is very high, and the company loses flexibility. In Prime, flexibility and control are together.
However, in a company in Prime, the management is not as flexible as before Prime, because there is professional management: The tendency to depend on any single indispensable individual does not exist as it does in younger companies. On the other hand, in Prime, the organization has a strategic outlook without losing attention to detail. Furthermore, the organization does not look only at detail without losing its strategic outlook, so the company in Prime has controlled flexibility, and it doesn’t depend on any single individual.
A company is in Prime when form and function are in balance. The what and the how are in balance. Prior to Prime, function is more important than form. In other words, what we do is more important than how we do it. After Prime, how we do it is more important than what we do. That is why, after Prime, how you do something and whom you know is more important than what you do. In Prime, the what and how are in balance. In Prime, the company is both flexible and in control. Prior to Prime, the company is flexible, but not very much in control of itself. After Prime, control is very high, and the company loses flexibility. In Prime, flexibility and control are together.
However, in a company in Prime, the management is not as flexible as before Prime, because there is professional management: The tendency to depend on any single indispensable individual does not exist as it does in younger companies. On the other hand, in Prime, the organization has a strategic outlook without losing attention to detail. Furthermore, the organization does not look only at detail without losing its strategic outlook, so the company in Prime has controlled flexibility, and it doesn’t depend on any single individual.
People factors are often neglected at the expense of technology and process in the IT industry. An argument is made for people factors being the difference between average and great.
Tech giant Microsoft’s India-born CEO Satya Nadella’s first book in which he explores his personal journey, the company’s ongoing transformation and the wave of technological change will hit the future.
The book titled “ Hit Refresh “ carries a foreword by Microsoft co-founder Bill Gates.
Some of my Key picks from the Book
Page 38 & 39- 3 Business & leadership principles learned from Cricket
• Compete vigorously and with passion in the face of uncertainty and intimidation
• Put your team first, ahead of your personal statistics and recognition.
• One brilliant character who does not put the team first can destroy the entire team.
Page 119
• “ To be a leader in this company, your job is to find the rose petals in the field of Shit “ – We can look at a leader as an operator of a machine. Machines are built up using a lot of different cogs of all sizes that coherently work together as one giant machine. So be definition it is important to select cogs that you know you can trust and rely on before operating your machine. Since without these cogs, it all falls apart and you would not be able to operate anything.
Page 119 & 120 -Leadership Principles
• Bring clarity to those you work with. By taking internal and external noise and synthesizing a message from it to deliver to your team.
• Leaders generate Energy, not only on their own teams but across the company.
• To find a way a way to deliver success to make things happen. This means driving innovations that people love and are inspired to work on; finding balance between long-term success and short-term wins; and being boundary-less and globally minded in seeing solutions.
Page 125 – Our Partners
• “ For everyone working with partners, I encourage you to ask yourself “ What could be?” and explore new, creative ways to do interesting things that add value back to our platforms for customers” .
Page 126 – Four initiatives every company must make a priority
• Engage with your customers base by leveraging data to improve the customer experience.
• Empower your own employees by enabling greater and more mobile productivity and collaboration in the new digital world of work.
• Optimize operations, automating and simplifying business process across sales, operations & finance.
• Transform products service and business models ( Become a digital company)
Page 166– Quantum Computers
• “ Quantum computers will not stake the form of new stand-alone, super-fast PC but will operate as a co-processor , receiving its instructions and cues from a stack of classical processors” .
Book Summary of Execution : The Discipline of Getting Things DoneChandra Kopparapu
The book titled Execution: The Discipline of Getting Things Done by Lawrence Bossidy and Ram Charan is an examination of what it takes for companies to succeed through strategies, processes, leadership and ultimately, execution. It is this which sets successful companies apart from those that fail. It was reported that nearly 25% of the fortune 500 CEO’s failed to execute the Business Strategy.
Corporate values articulate what guides an organization’s behavior and decision making. They can boost innovation, productivity, and credibility, and help deliver thereby sustainable competitive advantage. However, a look at typical statements of corporate values suggests much work remains to be done before organizations draw real benefits from them.
Execution - The Discipline of getting things done GMR Group
This book was published in the year 2002 and I had read this book at that time. Revisited and read this book again just to evaluate the context. Even today the context of this book is very relevant.
Too many leaders fool themselves into thinking their companies are well run. They are like the parents in Garrison Keillor’s fictional Lake Wobegon, all of whom think their children are above average. Then the top performers at Lake Wobegon High school arrive at the University of Minnesota or Colgate or Princeton and find out they are average or even below average. Similarly , when corporate leaders start understanding how the GE’s and Emerson Electrics of this world are run- how superbly they get things done- they discover how far they have to go before they become World class in Execution.
Here is the fundamental problem: People think of execution as the tactical side of business, something leaders delegate while thy focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He can delegate its substance.
We talk to many leaders who fall victim to the gap between promises they’ve made and results their organizations delivered. They frequently tell us they have a problem with accountability—people aren’t doing the things they’re supposed to do to implement a plan. They desperately want to make changes of some kind, but what do they need to change? They don’t know.
Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage.
Read this Summary ……
A company is in Prime when form and function are in balance. The what and the how are in balance. Prior to Prime, function is more important than form. In other words, what we do is more important than how we do it. After Prime, how we do it is more important than what we do. That is why, after Prime, how you do something and whom you know is more important than what you do. In Prime, the what and how are in balance. In Prime, the company is both flexible and in control. Prior to Prime, the company is flexible, but not very much in control of itself. After Prime, control is very high, and the company loses flexibility. In Prime, flexibility and control are together.
However, in a company in Prime, the management is not as flexible as before Prime, because there is professional management: The tendency to depend on any single indispensable individual does not exist as it does in younger companies. On the other hand, in Prime, the organization has a strategic outlook without losing attention to detail. Furthermore, the organization does not look only at detail without losing its strategic outlook, so the company in Prime has controlled flexibility, and it doesn’t depend on any single individual.
A company is in Prime when form and function are in balance. The what and the how are in balance. Prior to Prime, function is more important than form. In other words, what we do is more important than how we do it. After Prime, how we do it is more important than what we do. That is why, after Prime, how you do something and whom you know is more important than what you do. In Prime, the what and how are in balance. In Prime, the company is both flexible and in control. Prior to Prime, the company is flexible, but not very much in control of itself. After Prime, control is very high, and the company loses flexibility. In Prime, flexibility and control are together.
However, in a company in Prime, the management is not as flexible as before Prime, because there is professional management: The tendency to depend on any single indispensable individual does not exist as it does in younger companies. On the other hand, in Prime, the organization has a strategic outlook without losing attention to detail. Furthermore, the organization does not look only at detail without losing its strategic outlook, so the company in Prime has controlled flexibility, and it doesn’t depend on any single individual.
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To follow Roshan on Twitter (@lepaker) and Facebook, go to: www.facebook.com/roshanthiran.leaderonomics
Organizational Agility for Sustainable Competitive Advantage in VUCASeta Wicaksana
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At present, the pace of change feels relentless – new technology has changed our working lives beyond recognition and disrupted whole industries.
Many of us like to think that change is rare - we feel like it should be a one-off event, with a beginning and an end. The reality is that change is a constant state - nothing stays the same forever. If this seems daunting, agility is our friend.
The Most Influential Leaders in Wealth Management, 2023.pdfInsightsSuccess4
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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https://viralsocialtrends.com/vat-registration-outlined-in-uae/
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
2. • Kim Saunders, CEO M&F Bank - Durham, North Carolina
• Former CEO of Consolidated Bank, Richmond, Virginia;
EVP City First Bank of Washington, DC
• BS Economics, Wharton School; Honorary Doctorate,
Shaw University
• Tom O’Shea, Principal in Agility Consulting, LLC – HQ
in Greensboro, North Carolina
• Coach for Organizational and Leadership Agility
• Former VP HR, VP Strategic Planning & VP GM
• MA Organizational Psychology, East Carolina University
Workshop Presenters
3. "时势造英雄“ May You Live In Interesting Times!
Old Chinese Proverb …
YIKES!!
4. • Our world used to just be turbulent … now it has
become “turbo-turbulent” …
• We are now in the AGE OF RAMPANT
UNCERTAINTY
• The world is moving faster with greater
volatility and uncertainty than ever before …
• Traditional high-trust institutions and leaders
have crumbled around us shaking global
confidence and de-stabilizing existing
paradigms for success
• WHAT’S NEXT!
• HOW DO WE GET READY?
5. The Agile Imperative
Learn to become nimble or get
crushed by the forces of change!
AMA Strategic Agility & Resilience Image
6. … It involves People, Strategy & Solutions
What has been my challenge?
How do you help 100-year old, very traditional
banking institutions built on long-term track
records of success transform themselves and get
ready for a second century in this fast changing,
uncertain and turbulent environment?
7. • Consolidated Bank & Trust was the oldest continuously African-
American owned bank in the United States
• Founded by Mrs. Maggie Lena Walker in 1903 as the St. Luke
Penny Savings Bank, CBT got its name two years later with the
merger of two other banks in Richmond, Virginia.
• Mrs. Walker served as St. Luke’s first president, which earned
her the recognition of being the first woman to charter a bank in
the United States. Two years later, she agreed to serve as
chairman of the board of The Consolidated Bank and Trust
Company.
• Its headquarters are currently located across the street from its
original site at the corner of First and Marshall Streets in
Richmond.
8. • Founded in 1907 Durham, NC
• Founders were a diverse and
accomplished group that included
medical professionals, educators and
owners of various businesses
• Has a 100 year track record of
continuously profitable results!
• Bank has over $250mm in assets at
end of 2008
9. • M&F Bank celebrated its 100 year
anniversary in 2007
• Think of what has transpired in this past
100 years …
World War I
The Great Depression
World War II
Korea
Civil Rights Movement
Man on the moon
Television
Internet
• M&F Bank has maintained continuous
profitability each year … without falter
So, what am I doing to sustain this record?
10. We will take you through some of the key steps that
we have built in our transformation strategy and
organizational plan for M&F Bank …
… It involves People, Strategy & Solutions
11. •The Leadership team is
particularly key!
•Here is the leadership
mosaic created by M&F
executive team in
strategic planning kick-
off session
•Utilizes IMAGILITY™, a
proprietary process and
booklet with 144 images
designed to get deeper,
faster group think
•Each image is backed up
with a powerful
statement from 1 or
more M&F leaders“What Does Success Look Like at M&F Bank?”
IT STARTS WITH THE PEOPLE
…
12. … gaining their perspectives on many dimensions and inviting
their inputs to building of fresh Vision for our next 100 years!
All Employees
Shareholders &
All Board Members
Current &
Prospective
Customers
Next step was full 360 strategic
involvement of all our key stakeholders
…
13. The Involvement of All Stakeholders Enabled Us to Create a
Strategy Map Grounded in a Thorough Understanding of Where
We Are Today …
And clearly articulating our Vision for the Future with a roadmap of specific
operating plans and total enterprise engagement!
Getting the right STRATEGY …
Agility Consulting … Strategy Map
Vision
Vision is a short, succinct, and inspiring statement of what the organization
intends to become and to achieve at some point in the future.
Stake
Holders
Who are the key enterprise stakeholders or constituencies
(e.g. owners, customers, consumers, employees, suppliers, etc.)?
CoreValue
Equation
At the most basic level, what is core value that the company
provides to each of its primary stakeholder groups?
Competitive
Advantage
What competitive advantages do we have to leverage as we battle in the
marketplace to execute our strategies and achieve the goals of our vision?
Objectives&
Strategies
What are the overarching objectives and key strategies to
build strong and enduring relationships with each stakeholder segment?
Growth
Drivers
What are the key growth drivers related to each
of the primary stakeholder segments?
Growth
Initiatives
Therefore, what are the key initiatives that will deliver the growth or business
process improvements needed to achieve the enterprise objectives?
Metrics
What are the specific measures that we should use
to track progress and performance for each segment and initiative?
14. Our strategic assessment clearly identified superior personalized
service and customer intimacy as the right value proposition for our
Vision to be the “preferred” community bank in all our markets
But we also recognized that we have much work to get done if we
are to claim organizational agility and remarkable customer
responsiveness as true competitive advantages in those markets!
15. Anticipate Change Generate Confidence
InitiateAction
Liberate Thinking
EvaluateResults
TechnologyTechnology ProcessProcess
PeoplePeople
Anticipate Change Generate Confidence
InitiateAction
Liberate Thinking
EvaluateResults
TechnologyTechnology ProcessProcess
PeoplePeople
What Is Organizational AGILITY ?
• Agility is the dynamic capability to sense and
respond to changing market or environment conditions
better and faster than competition by being focused,
fast & flexible
• Resilience is “the ability to absorb, react to, and
even reinvent who you are as a consequence of
change.”*
• Goal is to Become …
* AMA Strategic Agility & Resilience Study
Finding the right SOLUTIONS …
16. The AGILE Model™
from Agility Consulting
The Agile
Model®
Leadership
Agility Profile™
Anticipate
Change
Visioneering
Sensing
Monitoring
Generate
Confidence
Connecting
Aligning
Engaging
Initiate
Action
Bias for Action
Decision-Making
Collaborating
Liberate
Thinking
Bias for Innovation
Customer Focus
Idea Diversity
Evaluate
Results
Creating Expectations
Real Time Feedback
Fact- Based Decisions
How to Become More Agile?
17. Anticipate Change Generate Confidence
InitiateAction
Liberate Thinking
EvaluateResults
TechnologyTechnology ProcessProcess
PeoplePeople
Agility Enables Better & Faster
Focus on Strategy Execution
Focused, Fast & Flexible in
Executing Organizational Strategy
18. • Building Organizational Agility
cited as #1 or #2 key priority in
numerous recent CEO Studies by:
Accenture, McKinsey, IBM Global
Services, The Conference Board, The
American Management. Association,
etc
• Strategic Agility is CEO #1 priority
according to Henning Kaggerman,
CO-CEO of SAP
• Growing future agility increasingly
recognized by all areas, e.g. CIO
Magazine “The Agile 100”
The Right SOLUTIONS …
19. * Return on Agility (ROA)
• Greater agility builds organization capability
from reactive to pre-emptive
• Anticipating change early enables more
options with favorable cost implications
• “Agile” companies are better aligned
(focused) and have measurably better
financial performance … MIT 2007 study
Reactive Agility Preemptive Agility
Agility Boosts Financial Performance
Net Margin Return on Assets Revenue Growth Earnings Per Share
20% higher
30% higher
8% higher
29% higher
Industry Average Agile Companies Source: MIT Sloan School of Management, 2007
The ROA* of Agility?
20.
21. The Agility Audit™ helps to identify where organizations have
strengths or obstacles in people, process and technology domains that
contribute or inhibit being focused, fast and/or flexible …
he five key drivers of the research-based
gility Model™ provided the framework for
e M&F Organizational Survey.
Anticipate Change Generate Confidence
InitiateAction
Liberate Thinking
teResults
TechnologyTechnology ProcessProcess
PeoplePeople
How Do You Build Organizational
Agility in 100 Year Old Institution?
The insights from the Agility Audit enable the leadership team to address
specific improvement plans into each departments operating plans
22. Organizational Agility Workshop In Action!
The Agile
Model®
Key Drivers for
Organizational Agility
Anticipate
Change
Visioneering
Sensing
Monitoring
Generate
Confidence
Connecting
Aligning
Engaging
Initiate
Action
Bias for Action
Decision-Making
Collaborating
Liberate
Thinking
Bias for Innovation
Customer Focus
Idea Diversity
Evaluate
Results
Creating Expectations
Real Time Feedback
Fact- Based Decisions
23. Building the Agile
Bank of the Future!
Anticipate Change Generate Confidence
InitiateAction
Liberate Thinking
EvaluateResults
TechnologyTechnology ProcessProcess
PeoplePeople
Anticipate Change Generate Confidence
InitiateAction
Liberate Thinking
EvaluateResults
TechnologyTechnology ProcessProcess
PeoplePeople
25. M&F Bank “Line of Sight”
CompanyCompany
Business UnitBusiness Unit
DepartmentDepartment
Work
Team
Work
Team
CompanyCompany
Business UnitBusiness Unit
DepartmentDepartment
Work
Team
Work
Team
• Our entire team at M&F Bank has
much greater LINE OF SIGHT
because everyone has been involved
in creating our VISION for the future
• It still takes continual focus,
communication & involvement!
26. So, what does Gandhi have to
do with creating an AGILE
Enterprise?
When you can get everyone believing in his definition of true
happiness … you are on the right road! That’s when “what you
think, what you say and what you do … are all the same thing!
27. • Thank you for the opportunity to
share our experiences with you
• The road ahead is definitely shifting –
and the lesson is clear that it will take
the best from all of us to succeed!
Shape shift – adapting talent management
with the new work designs
Swing shift – integrating social networking
lessons and tools into the main stream
Continental shift – getting the “globalness”
thing
Future shift – recognizing that next year
will be radically different from last year
• Creating organizational agility is not a
choice … it is an imperative that takes
People, Strategy & Solutions
• Are you ready?
28. • Kim Saunders, CEO M&F Bank
• Former CEO of Consolidated Bank, Richmond,
Virginia; EVP City First Bank of Washington, DC
• BS Economics, Wharton School; Honorary Doctorate,
Shaw University
• Tom O’Shea, Principal in Agility Consulting, LLC
• Coach for Organizational and Leadership Agility
• Former VP HR, VP Strategic Planning & VP GM
• MA Organizational Psychology, East Carolina University
Questions & Answers?
Kim Saunders
CEO, Mechanics & Farmers Bank
Durham, North Carolina
919. 687.7800
Kim.Saunders@mfbonline.com
Tom O’Shea, CMC
Principal, Agility Consulting LLC
Greensboro, North Carolina
336.282.1211
tom@agilityconsulitng.com
All documents shown here are illustrative and not actual M&F documents