Heartland Lectures
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This document discusses how different communication mediums throughout history have shaped worldviews and organizational structures. It examines the shift from oral, print, broadcast to digital ages. The digital age values networks, immersion, creativity and agility. The document prompts the reader to assess their dominant platform and how connected, interactive and iterative their organization is. It provides examples of organizations that transformed by confronting problems rather than solutions and offers lessons for transformational leadership, including developing a positive vision and tolerating failure and ambiguity.
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Heartland Lectures
- 1. Rex Miller April 4, 2011 The Wineskins of a Digital Church
- 12. The Rules Have Changed
- 13. Have You?
- 17. Changing Mediums – Shifting Reality
- 19. The Medium as Worldview
- 20. Oral Age - 3 Mile an Hour World Intimate - Connected Mythic Tribal Organic structures Wisdom leaders Cycles of life
- 21. Print Age = The Age of Reason Individual Rational Industrial Organization as machine Command and control leadership Steady and predictable
- 22. Broadcast - Tune In Turn On Demographics Experience Entrepreneurial Organization as a brand Visionary leadership Fast and unpredictable
- 23. Digital Age - Metcalfe’s Law Network or tribe Immersion – Simulation Creative Organizations as platforms and constellations Rise of the amateur Accelerating, complex and highly unpredictable
- 25. Symbolic 3 mile an hour world Intimate Co-terminus Portal Symbolically true
- 26. Perspective Rational Outside looking in Abstract geometry As the eye sees Visually true A metaphor for the age
- 27. Conceptual There is more than meets the eye Disrupt the senses Underneath is powerful and disturbing Conceptually true
- 28. Interactive Accessible Participatory Challenge the art context Common and everyday Living art
- 34. What Is Your Dominant Platform? Circle the description from each row that best describes your organization today.
- 35. Rex Miller March 29, 2011 GUTENBERG TO GOOGLE
- 37. Millennial Wave
- 38. 2020’s Pie Chart
- 39. How are You More…? Connected (network) Interactive Operating in Real Time Iterative (feed loops) Accessible Agile Having exponential impacts Convergent Virtual
- 40. More Of AND Less Of
- 42. 3 Degrees of Separation
- 44. Mapping Your Social Network List your orbits: work, family, friends, church, club, Facebook, LinkedIn, profession… Name the key relationships in each orbit (average 3 to 6 outside of family) Connect those in multiple orbits Connect those who know each other Is your network dense or distributed? What orbits or people do you want to connect?
- 46. What happened to Oldsmobile?
- 47. Michael Vance – The Disney Factor
- 48. Clear Purpose and Timeliness Conventional or Clear Purpose Out of Season or Timely
- 59. Rex Miller rmiller@tagconsulting.com 214-498-3055 www.thecrerevolution.com
- 61. Confronting the Status Quo
- 63. 2006
- 64. IBM Global Conference on Innovation 15,000 attended Looking for the next big opportunity Healthcare!!! $1.8 trillion 15% of GDP And Growing
- 65. Source of 80% of Medical Costs
- 67. Change or Die 600,000 heart by-passes each year 1.3 million angioplasties Over $30 billion per year When told to change or die what were the results?
- 68. CHANGE OR DIE!
- 69. After 2 Years 1 out of 9!!
- 70. What Transformational Change Feels Like
- 74. We help leaders become the CHANGE they want to see
- 76. Michael Vance The Disney Factor - Exercise
- 78. Dr. Dean Ornish 333 patients 3 Keys Positive Vision Radical Change Cohort of Committed After 5 Years – 70%!!
- 80. 3 Keys for the Transformational Leader The assumed problem is seldom the real problem Finding the fundamental or reframing question Beware of solutions that will become the next problem
- 81. Preservation
- 82. Balcony View Multi-stakeholder view Look for the dynamics vs. the positions Look for competing values From polarization to negotiating the tension
- 84. Creating Light through Friction Create a framework for crucial conversations Look for the hidden contradictions Raise the tough questions Avoid quick solutions
- 85. Reducing the Heat Find quick wins Rules of engagement Don’t leave people stuck for too long – throw in a rope Slow down before people shut down Create pilot experiments Create safe ways to handle tough questions
- 86. Pacing Change EWSR’s Eager Willing Skeptical Resistant Give people more responsibility than they are comfortable with
- 88. B Squared What is your tolerance for ambiguity? How much failure can you handle in order to learn? How active or removed will you be? How long can you hold back on solving the problem?
- 89. Balcony Exercise
- 90. Questions to Ask Who are the stakeholders? Who is impacted by this? What are the competing values? What are the uncomfortable questions? What are the common complaints that never seem to get addressed? What are the gaps between our espoused values and behavior? What is the loss involved by the stakeholders?
- 91. Contact Information Rex Miller Senior Partner TAG Consulting rmiller@tagconsulting.org 214-498-3055 @mrexmiller - twitter rex@rexmiller.net
Editor's Notes
- 1957
- August 18, 1969
- 1975
- 10 Reasons why for good Financial crisis Shedding risk Technology Millennial Generation Lost a cohort
- 10 Reasons why for good Financial crisis Shedding risk Technology Millennial Generation Lost a cohort
- Phased out in 2004 – 107 year old historyWhen General Motors announced that they were pulling the plug on Oldsmobile, they were killing an icon. Olds is the oldest surviving car brand in the U.S. - Ransom E. Olds offered his first automobile to the public in 1897. Oldsmobile used to be GM's innovation brand - in 1938, the first fully automatic transmission was introduced on an Olds. In the 1920s, Oldsmobile was the first car to use chrome-plated trim instead of nickel. The first high compression overhead valve V-8 was to be found in a 1949 Oldsmobile Rocket 88, available for the first time in a pillarless hardtop. In 1966, Olds introduced the radical, front-wheel-drive Toronado. In 1974, Olds was the first U.S. manufacturer to offer air bags as an option.Sales peaked in 1985 at 1.2 million cars. At one time, the Olds Cutlass was the most popular model of all U.S. cars. In 2000, Oldsmobile sold less than 300,000 cars. So, in December 2000, GM gave it the death sentence.Why did Olds die? One Wall Street analyst said (of Olds' demise), "GM doesn't have too many divisions. They have too little imagination." Jerry Flint, a noted auto analyst who writes for Forbes, cites indistinguishable styling, uninspired engineering, inexperienced leadership as reasons for Olds marketplace failure. Says Flint, "Oldsmobile has had 6 managers in 13 years - is that any kind of continuity? And the last one had no experience in the car business - her last job was heading up brand management for Alpo dog food.”Here's what happened. In the fifties and sixties (when each GM brand had its own strong identity), Olds was the 'executive innovator'. Oldsmobiles always had the latest bells and whistles and were owned by engineering managers and other prosperous individualists. Doctors drove Buicks; tech people drove Oldsmobiles. In the seventies, as GM lost its way, Oldsmobile became a sort of upscale Chevy. It even had a Chevy engine - no more tech innovation.In the 80s, GM's various brands all started to look alike - it was hard to tell an Olds from a Buick or Pontiac - no more 'Rocket 88' swoopy styling - just another 'badge-engineered' GM product. In the 1990s, even the rocket emblem was discarded. Stripped of its individual looks, innovation and personality, Olds found its sales dropping. New management decided to reposition itself as a 'Honda alternative'. Huh?!! Honda buyers are brand-loyal consumers who appreciate quality and value. With Olds' lack of brand-identity, not-so-good marks in quality control and relatively high depreciation, this was a hopeless cause from the get-go. And Oldsmobile became a doomed brand. (My observation is that today's tech-savvy car people are now buying Acuras, Audis and BMWs.)General Motors continues to have problems, but I'll leave those for some future discussion. The intent of this article is to apply the lesson from Oldsmobile to your own small business. Olds simply forgot why people bought from them and abandoned the very values which made them attractive. Small businesses sometimes make the same mistake. They build a successful business based on offering customers a certain level of service and then abandon their proven concept at the first sign of trouble. Yes, businesses do need to evolve as markets and customers change. But the key word is 'evolve' - moving with deliberate reserve without losing the core identity or values which made the business successful in the first place.There are still 'executive innovators' and they still buy automobiles - they just don't buy Oldsmobiles. The Olds brand no longer appeals to these people - the tech people didn't change; the car did. So Oldsmobile production was discontinued by GM.