An extract from my half-day workshop for CxOs at the recent Economics Times Masterclass on Operational Excellence: "Operationalizing Change"

1. Operationalizing Change
1
PRB PARTNERS
COLLABORATING FOR YOUR BUSINESS GROWTH
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QUICK INTRODUCTIONS
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3. SETTING THE CONTEXT
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5. What are its fundamental aspects?
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6. 6
Two Aspects of Change
Both perception and reality need to change in dynamic equilibrium
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7. The Dynamic Dance
• Change involves two
aspects :
– Reality
– Perception
• Constant Refresh
• Speed has to match
• Dynamic to-and-fro
7
We will be doing this dynamic dance for the rest of the session!
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8. A Military Story
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9. The OODA Loop
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10. OODA in Business (Plan-Do-Check-Act)
Where you implement
your decision. You
then cycle back to the
Observe stage, as you
judge the effects of
your action.
This is where actions
influence the rest of
the cycle, and it's
important to keep
learning from what
you, and your
opponents, are doing.
Act
Decisions are really
your best guesses,
based on the
observations you've
made and the
orientation you're
using.
Fluid works-in-
progress. As new
suggestions keep
arriving, these can
trigger changes to
your decisions and
subsequent actions –
Decide
Cultural traditions
Genetic heritage
The ability to analyze
and synthesize
Previous experience
New information
coming in.
Orient
What's happening in
the environment that
directly affects me?
What's happening
that indirectly affects
me?
What's happening
that may have residual
affects later on?
Were my predictions
accurate?
Are there any areas
where prediction and
reality differ
significantly?
Observe
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11. Agenda for the Day
• Flashback: Genesis & History
– Manufacturing & Automobile Industry
• Future: Innovation & Change Management
– What next for Automobiles?
• The Essence of Agility
– Introducing a Framework
• Change & Operational Excellence
– My 10 Mantras
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12. “Those who cannot remember
the past are condemned to
repeat it.” - George Santayana,
Philosopher, essayist, poet & novelist
1863 - 1952
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13. The Rise of Manufacturing
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14. The Industrial Revolution
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Cotton Gin
Drill Press

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“Had I asked end customers,
all they would have said is
that they need a faster horse”
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17. Timeline of the Car
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US Automobile SalesSource: WardsAuto, OICA for data, Womack (2008) & Author
Assembly Line
Mass Production
Flexible Mass
Production
Toyota Production
Systems
Platformization
?
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US Automobile Industry Time-line
(Passenger Cars)

19. The Global Automobile Industry
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20. 20

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22. 22

23. 23

24. What is Innovation?
Invention   Innovation
(Novelty + Value)
Product/ Service
Technology
Production/ Process
Markets/ Channels
Business Model
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• Incremental
• Radical/ Breakthrough
• Open
• Disruptive
{

25. What is ‘more’ innovation?
What criteria would you use to judge if something
is more (or less) innovative?
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26. US Automobile Industry: What Next?
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Millions
US Automobile SalesSource: WardsAuto, OICA for data, Womack (2008) & Author
Assembly Line
Mass Production
Flexible Mass
Production
Toyota Production
Systems
Platformization
?
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28. Better Place
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29. Missing?
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30. What Next?
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33. THE ESSENCE OF AGILITY
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34. The Domains of Agility
Individual Interior
I
Self & Awareness
Individual Exterior
IT
Behaviour &
Actions
Collective Interior
WE
Relationship &
Culture
Collective Exterior
ITS
Environment &
Systems
Self-leadership
Agility
Creative
Agility
Contextual
Agility
Stakeholder
Agility
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39. What we covered?
Agility Domain
From Outside to
Inside
(Understanding)
From Inside to
Outside
(Enactment)
Contextual
Agility
Situational
Awareness
Sense of Purpose
Stakeholder
Agility
Stakeholder
Understanding
Power Style
Creative Agility
Connective
Awareness
Reflective Action
Self-Leadership
Agility
Self Awareness
Developmental
Motivation
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Synthesizing into business

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43. OPERATIONALIZING CHANGE
10 Mantras for
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44. Operationalizing Change (1)
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“A company that finds itself in a more-
than-good-enough circumstance simply
can’t win: Either disruption will steal its
markets, or commoditization will steal its
profits.”
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45. Operationalizing Change (1)
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46. Operationalizing Change (2)
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47. Operationalizing Change (2)
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Experiment.
Experiment.
Experiment.
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48. Operationalizing Change (3)
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49. Operationalizing Change (3)
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50. Operationalizing Change (4)
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“To me, ideas are worth nothing
unless executed. They are just a
multiplier.
Execution is worth millions.”
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51. Operationalizing Change (4)
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Execution is
Everything
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52. Operationalizing Change (5)
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Competition or cooperation?
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53. Operationalizing Change (5)
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Collaborate or Perish
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54. Operationalizing Change (6)
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55. Operationalizing Change (6)
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56. Operationalizing Change (7)
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57. Operationalizing Change (7)
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58. Operationalizing Change (8)
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59. Operationalizing Change (8)
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Glamourize
Achievements
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60. Operationalizing Change (9)
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61. Operationalizing Change (9)
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Repeat Consistently
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62. Operationalizing Change (10)
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“In God We Trust, All
Others Bring Data”
- W. Edwards Deming,
Statistician, author, lecturer ….
1900-1993
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63. Operationalizing Change (10)
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Data is the Lens.
Not the Picture!
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64. Operationalizing Change Mantras
1. Prepare for it!
2. Experiment. Experiment.
Experiment!
3. Go Small. Grow Big!
4. Execution is Everything
5. Collaborate or Perish
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6. Improvise. Adapt.
Overcome.
7. Keep it Simple!
8. Glamorize Achievements
“Business of Business is People”
9. Repeat consistently
10. Data is the Lens, Not the
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67. ™prakash@prbpartners.com
@prbagri
+91-9845013982
Thank you!
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