This document provides an overview of Iayn G Clark's experience in international strategic management, including a list of current and past clients from various industries such as software, plastics, food and beverage, banking, and automotive. It also lists some key concepts and models in leadership, teamwork, and strategy, including Stephen Covey's 7 Habits of Highly Effective People, John Kotter's 8 Step Change Model, Patrick Lencioni's Five Dysfunctions of a Team, and concepts around alignment, SWOT analysis, and transformational leadership. Contact information is provided at the end for International Strategic Management Limited.

1. Iayn G Clark
International Strategic Management

2. Clients: examples of current & past
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Advanced Recognition Ltd (software)
AFA Polytek BV (plastics)
Alucanco Greece SA (cans)
Avis Rent a Car SpA, SA, GmbH & Ltd
BankAmerica
Barclays Bank
Bradford & Bingley
Bran & Luebbe GmbH (controls)
Citigroup
Coca Cola Ltd
Deloittes
Encom Ltd (cable TV)
Exide Ltd, SA & SA (batteries)
Franklin GmbH and Ltd (elect. publish)
Gifi SA (retail)
Imation BV (medical/IT ex 3M)
Klopman International SpA (fabrics)
La Casera SA (bottling)
 Lansing Ltd, SA & BV (Hyster and Yale
forklifts)
 Mannesmann GmbH (various)
 MBNA
 Peak Technologies Ltd (data capture)
 Pistern Bully GmbH (snowploughs)
 Purolite Ltd (chemicals)
 Scarman Trust
 Stanlake Search
 Sunrise software
 Stelax Inc (steel)
 Terra Nitrogen Ltd. (fertilices, ex ICI)
 UCA
 Uniroyal Srl BV, & Inc. (herbicides)
 Valentec Ltd & GmbH (airbags)
 Vibac SpA (adhesive tapes)
 Valentec Ltd (armaments)
 Zephyr Ltd (car components)

3. His story

4. His story

5. Her story

6. His story

7. Her story

8. His story

9. His story

10. Action
Leadership
Team Work
Strategy

11. The 7 Habits of Highly
Effective People
Stephen R Covey

12. 7 Habits
1. Be Proactive
Accept total responsibility
for your life, reframe,
and use your
imagination first.
2. Begin with the end in
mind.
Create the future in your
mind first
3. Put first things first
80% of results flow from
20% of highly leveraged
activities, say YES to
important and no to the
unimportant.
Be a leader in your own
life.

13. 7 Habits
Urgent
Not Urgent
Important
1. Crisis
Pressing problems
Deadline driven projects,
meeting, preparations
2. Preparation & Planning
Prevention
Values clarification
Relationship building
Relaxation
Empowerment
Not
Important
3 Needles interruptions
Unnecessary reports, meetings,
phone calls & mail
Other people’s minor issues
4 Trivia, Time wasters –
tel calls some mail &
email. “escape” activities
excessive TV or relaxation

14. 7 Habits
4 Think win-win 6. Synergise
Mutual benefit, be cooperative.
5. Seek first to
understand,
then to be
understood
Get rapport, listen and
understand the other first.
Repeat your understanding
of what they have said.
Always be on the look out for good ideas.
7. Sharpen the saw
Thinking ahead,
Keep the body fit, exercise regularly, have a home
life and other interests.

15. John Kotter 8 Step Change Model
John Kotter Professor at Harvard
Business School

16. Step One: Create Urgency
 Identify potential threats.
 Examine opportunities.
 Start honest discussions.
 Request support from others.

17. Step Two: Form a Powerful
Coalition
 Identify the true leaders.
 Get emotional commitment from these key people.
 Work on team building.
 Check your team for weak areas.
 Ensure that you have a good mix of people.

18. Step Three:
Create a Vision for Change
 Review the values that are central to the change.
 Captures what you "see" as the future of your
organization.
 Create a strategy to execute that vision.
 Ensure team knows the vision.
 Practice your "vision speech" often.

19. Step Four: Communicate the
Vision
 Talk often about your change vision.
 Address peoples' concerns and anxieties.
 Apply your vision to all aspects of operations
 Lead by example.

20. Step Five: Remove Obstacles
 Identify or hire change leaders.
 Ensure organisational structure is in line with your
vision.
 Recognize and reward people for making change
happen.
 Identify people who are resisting the change, and help
them see what's needed.
 Take action to quickly remove barriers (human or
otherwise).

21. Step Six: Create Short-term Wins
 Look for quick wins.
 Avoid early targets that are expensive.
 Analyse the potential pros and cons of your targets.
 Reward the people who help you meet the targets.

22. Step Seven: Build on the Change
 After every win, analyse what went right and what
needs improving.
 Set goals to continue building on the momentum
you've achieved.
 Ensure continuous improvement (Kaizen).
 Keep ideas fresh by bringing in new change agents and
leaders for your change coalition.

23. Step Eight: Anchor the Changes in
Corporate Culture
 Talk about progress every chance you get.
 Tell success stories about the change process,
 Include the change ideals and values when hiring and
training new staff.
 Publicly recognize key members of your original
change coalition.
 Create plans to replace key leaders of change.

24. The Five Dysfunctions of a Team
Patrick Lencioni (published 2002) _
Absence of trust
Fear of conflict
Lack of Commitment
Avoidance of Accountability
Inattention to Results

25. 1. Absence of Trust
 Need a certain comfort level in the team
 Willing to be vulnerable with one another
 Willing to admit their mistakes and weaknesses,
 Able to ask for help

26. 2. Fear of Conflict
 Need to engage in unfiltered, passionate debate about
key issues.

27. 3. Lack of Commitment
 Need to be part of the decision making process.
 Resolve conflicts.
 Commit to a clear plan of action.

28. 4. Avoidance of Accountability
 Need peer-to-peer accountability.

29. 5. Inattention to Results
 Results monitored regularly.
 Avoid individual ego and recognition becoming more
important than collective team results.

30. The Rewards
 Competitive advantages.
 More accomplished in less time.
 Make higher quality decisions.
 Stick to those decisions by eliminating politics and
confusion.
 Employees feel more job satisfaction.

31. Alignment
Vision
& Mission
Identity
Vision
Beliefs & Values
Capability & Skills
Behaviour
Environment

32. Getting staff to improve performance:
1. They don’t know how.
2. They don’t know why.
3. They didn’t know they should.
4. They can’t (lack of resources).
5. Too painful (or uncomfortable).
6. No consequences.
7. “My way is best”
8. It is not what they do.

33. The study: 1,100 companies were examined, 180 questions each
Results: 3 factors found to highly correlated (statistically with a
chi-squared test for significance of 0.997).
What three factors were found which lead to excellence?
CEO skill, style, vision or brilliance, Brilliant product, 1st class
marketing – none of these

34. Strategy, a word of military origin,
refers to a plan of action designed to
achieve a particular goal

35. Vincent Lombardi
Teams do not go physically flat, they go
mentally stale.

36. Transformational Leadership
“The goal of transformational leadership is to transform
people and organisations in the literal sense – to change
them in mind and heart; enlarge vision, insight and
understanding; clarify purpose; make behaviour congruent
with beliefs and principles or values; and bring about
changes that are permanent, self-perpetuating and
momentum building”.
Steven Covey

37. “We
are what we think. All that we are arises with our thoughts. With
our thoughts, we make our world.”
The Buddha
“If you think you can, or think you can’t you are right.”
Henry Ford
“Man is what he believes.” Anton Chekhov
“We will not solve the problems … .from the level of thinking we were
at when we created them.” Albert Einstein

38. “Until
one is committed, there is
hesitancy, the chance to draw back,
always ineffectiveness. Concerning all
acts of initiative (and creation), there is
one elementary truth the ignorance of
which kills countless ideas and splendid
plans: that the moment one definitely
commits oneself, then Providence
moves too”. - Goethe

39. References.
 John Kotter A professor at Harvard Business
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School 8 Step Change Model
The Five Dysfunctions of a Team by Patrick
Lencioni (published 2002)
Stephen R Covey The 7 Habits of Highly Effective
People
Alignment: Bertrand Russell, Gregory Bateson,
Robert Dilts & Todd Epstein
SWOT analysis Albert Humphrey

40. Thank you for your interest
Contact details:
International Strategic Management Limited
Telephone: (44) (0) 20 7183 5164
Email: iayngclark@ismuk.com
Website: www.ismuk.com