2. Evergreen Project
Company categories
Outperformed peers
Outperformed peers
Winner 10-fold return to investors
10-fold return to investors
Consistently underperformed
Consistently underperformed
Loser against competitors
against competitors
Started poorly; improved
Started poorly; improved
Climber dramatically on implementing
dramatically on implementing
4+2 formula
4+2 formula
Began decade well, then fell far
Tumbler Began decade well, then fell far
behind
behind
Nohria, Joyce and Roberson
2
3. Evergreen Project
The 4+2 formula
Talent
Strategy Execution
Innovation
Mergers &
Partnerships
Culture Structure
Leadership
3
4. Strategy defined
Strategy is the direction and scope of an
organisation over the long term, which achieves
advantage in a changing environment through
its configuration of resources and competences
with the aim of fulfilling stakeholder
expectations
Johnson, Whittington and Scholes
4
5. Cameron
and
Flexibility and discretion
Quinn - 1
The Clan The Adhocracy
External focus and differentiation
Friendly and sharing family Dynamic and entrepreneurial
Leaders are ‘parents’ or mentors Leaders are innovative and risk takers
Internal focus and integration
Loyalty and tradition Experimental and inventive
High commitment Leading edge
Emphasis on personal development Emphasis on growth and new resources
Sensitivity to internal and external clients Success is new services or products
Participation and consensus Individual initiative and freedom
Cameron and Quinn
Results oriented, getting the job done
Formal, structured and procedural
Competitive and goal driven
Leaders are efficient organisers
Leaders are tough and demanding
Smooth running is essential
Emphasis on winning
Formal rules and policies
Achievement of measurable goals
Stable and and dependable service
Success is in market share and penetration
Secure employment
Competitive and hard-driving
The Hierarchy The Market
Stability and control
Cameron and Quinn
5
6. Cameron and Quinn
The Adhocracy
-2
The Clan
Extreme permissiveness Disastrous experimentation
Uncontrolled individualism Chaos Premature responsiveness
Inappropriate participation Political expediency
Unproductive discussion Commitment Innovation Unprincipled
High morale Adaptation opportunism
Personal Change
development
Participation External support
Openness Resource acquisition
Apathy Discussion Growth Belligerence
Cameron and Quinn
Indifference Important Productivity Hostility
management Accomplishment
information Impact
Direction
Stability Goals
Procedural sterility Control Perpetual exertion
Clarity
Trivial rigour Continuity Planning Exhaustion
Habitual perpetuation Undisciplined regulation
Rigidity
Iron bound tradition Blind dogma
The Hierarchy The Market
6
7. 3D stakeholder map
Level of Likely impact of change on stakeholder
influence High Medium Low
High Person 4 Person 3
Medium Person 1
Low Group A
Person 2
Low Medium High
Anticipated level of support
