This document summarizes the challenges faced by Mechanics & Farmers Bank (M&F Bank), a 100-year-old financial institution, in transforming itself to remain successful in a rapidly changing world. M&F Bank underwent an organizational transformation process led by Kim Saunders and Agility Consulting that involved gathering stakeholder input, creating a strategic vision and roadmap, assessing organizational agility, and developing leadership skills. The process focused on building strategic agility through anticipating change, generating confidence, initiating action, liberating thinking, and evaluating results. This enabled M&F Bank to enhance its competitive advantages of personalized service and customer intimacy for continued success.
Millennials are growing up...and have taken over majority status in today's workforce. As a result, if you lead a company, odds are you have a significant block of employees who fall in this category within your organization. You have probably likewise concluded that this group is a breed apart from those you’ve previously dealt with…so when it comes to constructing an effective pay plan, you’re at a loss. Among other things, you may have bought into the conventional wisdom that says millennials are not loyal to a company and therefore traditional forms of pay won’t appeal to them. If these are issues you’re facing, you will not want to miss this presentation!
The average Fortune 500 Company today can expect to enjoy a run of about 40 to 50 years. That may sound like a respectable life span until you learn there are large and small companies in the World that have been around for two, three and even four centuries .
What’s the secret to their longevity ?
Long-lived companies don’t focus solely upon economic activity. Instead , their goal is to build a community that grows & thrives beyond the individual contributions of each generation.
The idea may sound radical but it’s the foundation for a variety of other institutions including Churches, Universities, and even armies that were established centuries ago & continue to flourish today. These institutions & their corporate counterparts exhibit the behaviour & select characteristics of living organisms. They learn, develop an identity, build relationships with other life forms, grow and eventually die. They are, in fact, living entities.
Living companies, like all organisms, exist primarily to survive & fulfil their maximum potential. Just as work is a means to an end for you, making money by producing goods & services is a means to an end for a living company. Their end is to live.
They stay alive by
· Learning & choosing to adapt to their environment
· Creating strong identities as tightknit communities
· Paying attention to their relationships with both members & external agencies
· Controlling their growth by spending money frugally.
Understanding how a company can be a living entity is a first step towards increasing its life expectancy.
The enclosed document captures Some Impressionistic takes how a living company learns, develops a strong identity, nurtures relationships & evolves to a ripe old age.
Millennials are growing up...and have taken over majority status in today's workforce. As a result, if you lead a company, odds are you have a significant block of employees who fall in this category within your organization. You have probably likewise concluded that this group is a breed apart from those you’ve previously dealt with…so when it comes to constructing an effective pay plan, you’re at a loss. Among other things, you may have bought into the conventional wisdom that says millennials are not loyal to a company and therefore traditional forms of pay won’t appeal to them. If these are issues you’re facing, you will not want to miss this presentation!
The average Fortune 500 Company today can expect to enjoy a run of about 40 to 50 years. That may sound like a respectable life span until you learn there are large and small companies in the World that have been around for two, three and even four centuries .
What’s the secret to their longevity ?
Long-lived companies don’t focus solely upon economic activity. Instead , their goal is to build a community that grows & thrives beyond the individual contributions of each generation.
The idea may sound radical but it’s the foundation for a variety of other institutions including Churches, Universities, and even armies that were established centuries ago & continue to flourish today. These institutions & their corporate counterparts exhibit the behaviour & select characteristics of living organisms. They learn, develop an identity, build relationships with other life forms, grow and eventually die. They are, in fact, living entities.
Living companies, like all organisms, exist primarily to survive & fulfil their maximum potential. Just as work is a means to an end for you, making money by producing goods & services is a means to an end for a living company. Their end is to live.
They stay alive by
· Learning & choosing to adapt to their environment
· Creating strong identities as tightknit communities
· Paying attention to their relationships with both members & external agencies
· Controlling their growth by spending money frugally.
Understanding how a company can be a living entity is a first step towards increasing its life expectancy.
The enclosed document captures Some Impressionistic takes how a living company learns, develops a strong identity, nurtures relationships & evolves to a ripe old age.
7 Risks Every Business Should MitigateFaisal Hoque
Peter Drucker said, “a risk is small or big according to its structure rather than according to its magnitude alone.” Risk management is not a one-off exercise. Continuous monitoring and reviewing are crucial for the success of your risk management approach. Such monitoring ensures that risks have been correctly identified and assessed and appropriate controls put in place. Good risk management can vastly improve the quality and returns of any business.
Mr.Chris Zook is a partner in Bain & Company , an expert in discovering sources of “profitable growth” for his clients, and James Allen, co-leader of Bain’s Global Strategy practice, are the best-selling co-authors of four books on “how to win the external strategy game.”
Here, these forward thinkers address the fundamental conundrum of growth: In the process of growing, companies face proportionally increased “complexity,” which can stifle that growth. Zook and Allen describe three predictable crises related to growth.
• The first, “overload,” occurs when expanding organizations try to cope with scaling up but only generate internal strife.
• The second, “stall-out,” happens as “organizational complexity” increases rapidly, causing a sudden – and often permanent – slowdown in growth.
• And third, “free fall,” is an abrupt halt of primary market growth so sudden that management can’t cope with it. Companies that avoid or overcome these crises and embrace continued growth share one crucial commonality: a driven, visionary “founder” whose “mentality” permeates and shapes the organization’s culture.
A quick summary and take away of this book which also has an Action plan for Leaders.
Happy Reading & Execution
The triple bottom line consists of financial profit (or success), social justice, and environmental protection. It is sometimes summarized as “Profits, People, and Planet.” An intimately related concept is “sustainability”---corporations that are built to last, societies that are stable and just, and a global natural environment that is in a healthy equilibrium. The basic argument is that we live in a time when a narrow, short-term focus on the financial bottom line alone will generate dysfunctions among people and in the environment that will come back to bite the corporation.
Sustainability and the “3BL” are, instead, about mutual benefits flowing in all three directions. The challenge is to find the sustainability “sweet spot” (think golf) where all three interests coincide. Example: Toyota’s Prius low-fuel hybrid benefits the environment, the people who build or buy them, and the owners of the company. Certainly there will be trade-offs; 3BL choices and strategies will require negotiation and compromise. But this is now an economic reality, not just an altruistic dream
It could be argued that what’s new here is just a strong case that financially successful companies must think more broadly and holistically and be sure to take into account all their stakeholder interests, including the environment and society. But it is still the financial bottom line driving the business.
Business ethics is a huge canvas, bigger than sustainability, CSR, corporate governance, or the 3BL. Business ethics is about doing the right thing and building good organizations. Business ethics and values grow out of purposes, missions, and visions and are organically intertwined with corporate cultures. There are more than three bottom lines---there are bottom lines related to every stakeholder. Business ethics doesn’t just ask how to keep three of those stakeholders (owners, environment, society) going and make them last (sustain them) but about what is right and fair and just, about what would constitute excellence and success.
Financial Projections are key in all aspects of the fundraising process: Pitching, Valuation, Due Diligence, and in the long term planning of your company. Join our experts in an overview discussion of financial projections and learn the key metrics that will get investors to notice you, as well as those that will get you rejected. With the expert advice of serial Startup CFOs and VC Analysts we’ll walk you though the process of what you need to know. If you have no or little idea where to begin with your financial projections, this program is for you.
7 hiring practices not to do in 2019 to shareMaxim Kind
A quick overview of the economy, labor markets, and key practices to avoid within 2019 economic space. They key to understand the market dynamics is to incorporate the macro view of the economy into your decision making.
Companies, mergers and investments don't fail because of lousy products - it's culture and behaviour that determine distinction! Make your company, merger or investment stand out sustainably by focussing on what really matters: the people and their behaviour!
to bring in such daring leaders from the shadow to broad daylight, we have come up with another interesting edition, “The 30 Most Daring CEOs in Business”.
Buiilding and Supporting a Collaborative WorkplaceRobin Schooling
Collaboration is not only powerful but also necessary for the survival and growth of an organization. We can tap into the power of technology to encourage and optimize this very basic human interaction, but true impact is realized when we focus on attitude and behaviors and harness the collective wisdom within our organizations whether guiding the company through change and transformation, managing innovation, or focus on maintaining a culture of inclusion and teamwork. Collaboration, when done effectively and with purpose, can ensure alignment with the organization’s strategic plan and HR’s role (programs, policies and deliverables) is a critical component. In this session we reference research from the following sources:
• Collaboration: How Leaders Avoid the Traps, Build Common Ground, and Reap Big Results, Morten Hansen
• The Culture of Collaboration, Evan Rosen
• The Execution Trap, Roger L. Martin (Harvard Business Review)
• Eight Ways to Build Collaborative Teams, Lynda Gratton and Tamara J. Erickson (Harvard Business Review)
• Leadership Conversations: Challenging High-Potential Managers to Become Great Leaders, Alan S. Berson/Richard G. Stieglitz
We explore the skills and practices required to lead collaborative efforts in order to drive business results by discussing (1) the 3 types of collaboration (2) the importance of organizational culture – and how it can derail your efforts (3) the role of leaders (4) effective ways to build active and effective cross-functional collaboration.
Millennials are growing up...and have taken over majority status in today's workforce. As a result, if you lead a company, odds are you have a significant block of employees who fall in this category within your organization. You have probably likewise concluded that this group is a breed apart from those you’ve previously dealt with…so when it comes to constructing an effective pay plan, you’re at a loss. Among other things, you may have bought into the conventional wisdom that says millennials are not loyal to a company and therefore traditional forms of pay won’t appeal to them. If these are issues you’re facing, you will not want to miss this presentation. http://www.vladvisors.com/compensation-knowledge-center/webinars/millennial-pay-what-works-and-what-doesnt
7 Risks Every Business Should MitigateFaisal Hoque
Peter Drucker said, “a risk is small or big according to its structure rather than according to its magnitude alone.” Risk management is not a one-off exercise. Continuous monitoring and reviewing are crucial for the success of your risk management approach. Such monitoring ensures that risks have been correctly identified and assessed and appropriate controls put in place. Good risk management can vastly improve the quality and returns of any business.
Mr.Chris Zook is a partner in Bain & Company , an expert in discovering sources of “profitable growth” for his clients, and James Allen, co-leader of Bain’s Global Strategy practice, are the best-selling co-authors of four books on “how to win the external strategy game.”
Here, these forward thinkers address the fundamental conundrum of growth: In the process of growing, companies face proportionally increased “complexity,” which can stifle that growth. Zook and Allen describe three predictable crises related to growth.
• The first, “overload,” occurs when expanding organizations try to cope with scaling up but only generate internal strife.
• The second, “stall-out,” happens as “organizational complexity” increases rapidly, causing a sudden – and often permanent – slowdown in growth.
• And third, “free fall,” is an abrupt halt of primary market growth so sudden that management can’t cope with it. Companies that avoid or overcome these crises and embrace continued growth share one crucial commonality: a driven, visionary “founder” whose “mentality” permeates and shapes the organization’s culture.
A quick summary and take away of this book which also has an Action plan for Leaders.
Happy Reading & Execution
The triple bottom line consists of financial profit (or success), social justice, and environmental protection. It is sometimes summarized as “Profits, People, and Planet.” An intimately related concept is “sustainability”---corporations that are built to last, societies that are stable and just, and a global natural environment that is in a healthy equilibrium. The basic argument is that we live in a time when a narrow, short-term focus on the financial bottom line alone will generate dysfunctions among people and in the environment that will come back to bite the corporation.
Sustainability and the “3BL” are, instead, about mutual benefits flowing in all three directions. The challenge is to find the sustainability “sweet spot” (think golf) where all three interests coincide. Example: Toyota’s Prius low-fuel hybrid benefits the environment, the people who build or buy them, and the owners of the company. Certainly there will be trade-offs; 3BL choices and strategies will require negotiation and compromise. But this is now an economic reality, not just an altruistic dream
It could be argued that what’s new here is just a strong case that financially successful companies must think more broadly and holistically and be sure to take into account all their stakeholder interests, including the environment and society. But it is still the financial bottom line driving the business.
Business ethics is a huge canvas, bigger than sustainability, CSR, corporate governance, or the 3BL. Business ethics is about doing the right thing and building good organizations. Business ethics and values grow out of purposes, missions, and visions and are organically intertwined with corporate cultures. There are more than three bottom lines---there are bottom lines related to every stakeholder. Business ethics doesn’t just ask how to keep three of those stakeholders (owners, environment, society) going and make them last (sustain them) but about what is right and fair and just, about what would constitute excellence and success.
Financial Projections are key in all aspects of the fundraising process: Pitching, Valuation, Due Diligence, and in the long term planning of your company. Join our experts in an overview discussion of financial projections and learn the key metrics that will get investors to notice you, as well as those that will get you rejected. With the expert advice of serial Startup CFOs and VC Analysts we’ll walk you though the process of what you need to know. If you have no or little idea where to begin with your financial projections, this program is for you.
7 hiring practices not to do in 2019 to shareMaxim Kind
A quick overview of the economy, labor markets, and key practices to avoid within 2019 economic space. They key to understand the market dynamics is to incorporate the macro view of the economy into your decision making.
Companies, mergers and investments don't fail because of lousy products - it's culture and behaviour that determine distinction! Make your company, merger or investment stand out sustainably by focussing on what really matters: the people and their behaviour!
to bring in such daring leaders from the shadow to broad daylight, we have come up with another interesting edition, “The 30 Most Daring CEOs in Business”.
Buiilding and Supporting a Collaborative WorkplaceRobin Schooling
Collaboration is not only powerful but also necessary for the survival and growth of an organization. We can tap into the power of technology to encourage and optimize this very basic human interaction, but true impact is realized when we focus on attitude and behaviors and harness the collective wisdom within our organizations whether guiding the company through change and transformation, managing innovation, or focus on maintaining a culture of inclusion and teamwork. Collaboration, when done effectively and with purpose, can ensure alignment with the organization’s strategic plan and HR’s role (programs, policies and deliverables) is a critical component. In this session we reference research from the following sources:
• Collaboration: How Leaders Avoid the Traps, Build Common Ground, and Reap Big Results, Morten Hansen
• The Culture of Collaboration, Evan Rosen
• The Execution Trap, Roger L. Martin (Harvard Business Review)
• Eight Ways to Build Collaborative Teams, Lynda Gratton and Tamara J. Erickson (Harvard Business Review)
• Leadership Conversations: Challenging High-Potential Managers to Become Great Leaders, Alan S. Berson/Richard G. Stieglitz
We explore the skills and practices required to lead collaborative efforts in order to drive business results by discussing (1) the 3 types of collaboration (2) the importance of organizational culture – and how it can derail your efforts (3) the role of leaders (4) effective ways to build active and effective cross-functional collaboration.
Millennials are growing up...and have taken over majority status in today's workforce. As a result, if you lead a company, odds are you have a significant block of employees who fall in this category within your organization. You have probably likewise concluded that this group is a breed apart from those you’ve previously dealt with…so when it comes to constructing an effective pay plan, you’re at a loss. Among other things, you may have bought into the conventional wisdom that says millennials are not loyal to a company and therefore traditional forms of pay won’t appeal to them. If these are issues you’re facing, you will not want to miss this presentation. http://www.vladvisors.com/compensation-knowledge-center/webinars/millennial-pay-what-works-and-what-doesnt
Management Reporting and Innovation - IPA Conference 2015Chris Catto
Management Reporting that Drives Innovation and Entrepreneurship. IPA NSW Conference Presentation on how Management Reporting can be a catalyst for innovation.
Leaderonomics SME CEO Conference 2017 - Growing & Scaling your Business to Gr...Roshan Thiran
These are the slides presented by Roshan Thiran, CEO of Leaderonomics at the SME CEO Conference 2017. He shares 4 constraints that are affecting your business and need to be addressed to grow and scale your business. For more information on the Leadership Dojo programme, which Roshan personally programme manages, email info@leaderonomics.com
To follow Roshan on Twitter (@lepaker) and Facebook, go to: www.facebook.com/roshanthiran.leaderonomics
Organizational Agility for Sustainable Competitive Advantage in VUCASeta Wicaksana
An Organization has an SCA when it is able to generate more customer value than competitive firms in its industry for the same set of products and service categories and when these other firms are unable to duplicate its effective strategy
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
This edition features a handful of Influential Leaders in Wealth Management across several sectors that are at the forefront of leading us into a digital future.
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
