The document discusses leadership challenges facing an organization and a need for change. It notes issues like process breakdowns, low skills, and lack of motivation. It asks questions about the organization's strategy and capabilities. The document advocates for risk-based processes, highly skilled staff, integrated technology, and clear communication. It also discusses theories of organizational life and the need for leaders to guide change rather than simply arriving at a destination.

1. SARS/GIMT LDP LAUNCH Goodnews Cadogan SARS Corporate Planning 2003-05-13

2. The Organisation There is a theory that states that, if ever anyone discovers exactly what the Universe is for and why it is here, it will instantly disappear and be replaced by something even more bizarre and inexplicable. There is another theory which states that this has already happened. Douglas Adams, The Restaurant at the end of the Universe.

3. The Context It is all about Organisational Complexity!

4. LEADERSHIP- CURRENT FAD? Oops! Just Missed it.

7. RECOGNISING THE NEED FOR CHANGE But what are these highest studies? The highest of all is the study of the Good whose possession is blindly coveted by all men, though none can give clear account of its nature. Is it not obvious then that the Guardians of the state must study this Good? For without it, how can they perform the duties of their station? -Plato, The Republic: XXIV ‘ Ingqondo Ephangaleleyo’, as my mother would say, but theorists refer to it as Systemic Thinking, or Connecting the Dots...

10. Emergence At present we believe we are forming the happy state, not by selecting a few of its members and making them happy, but by making the whole so. Do not suppose that we ought to make the eyes so beautiful as not to look like eyes, nor the other parts in like manner, but observe whether by giving to every part what properly belongs to it, we make the whole beautiful. Plato again- Can You believe it! Remember the Frog...

12. In 12 moths- You will NOT have Arrived!! “ It is therefore our task, I continued, to constrain the noblest characters in our colony to arrive at that science which we formerly pronounced the highest, and to set eyes upon the Good, and to mount that ascent we spoke of; and when they have mounted and looked long enough, we must take care to refuse them that liberty which is at present permitted them… the liberty of staying where they are, and refusing to descend again to those prisoners, or partake of their toils and honours, be they mean or exalted.” Plato, The Republic: 241 You will be the Disciples of De-skilling/Re-skilling

13. Three Paradigms of Organisational Life Quinn, R. Deep Change Personal rebirth Administrative socialisation Professional training Source of paradigm Nearly incomprehensible Comprehensible Comprehensible Ease of understanding Unconventional Conventional Conventional Behaviour patterns Highly complex Complex Simple Strategic complexity Symbolic Conceptual Factual Communication patterns Action learning Rational-strategic Rational-tactical Orientation to planning Complex confrontation Compromise Rational confrontation Orientation to elite Self-authorising Responsive Cynical Orientation to authority Behavioural integrity Organisational position Technical standards Source of credibility Core values Effective transactions Technical competence Source of power Moral system Political system Technical system Nature of organisation Vision realisation Personal survival Personal survival First objective Leader Transformational paradigm Manager Transactional paradigm Individual Contributors Technical paradigm

14. Which one will be your chosen dominant orientation?

15. Thank You and Success to All