This document discusses how businesses can successfully transform through disruption. It argues that transformation requires business agility, sustained innovation, and operational excellence. Several examples are given of companies that successfully transformed their business models over time, such as Starbucks, GE, Sony, Raytheon, and Nintendo. The document then outlines seven steps that enterprises can take to engage in a transformative process, including establishing business purposes, agreeing on new metrics, understanding economic environments, and instilling new behaviors and values. Finally, it argues that transformation is an ongoing process that requires new organizational structures and decision-making processes.

1. TRANSFORM BUSINESSES
Disrup'on and transforma'on is nothing new.
Agility, innova'on, and opera'onal excellence form the basis
for sustainable growth.
HOW LEADERS TRULY
by Faisal Hoque founder of

2. “Ex/nc/on is the rule.
Survival is the excep/on.”
– Carl Sagan

3. sustainable transforma/on is the greatest leadership
and management challenge of our /mes.
WITH THE RAPID CHANGE
of the social-­‐technology-­‐economic climate…

4. Sooner or later almost every organiza'on needs to
transform or diversify from their original market intent.
Disruption & Transformation
is nothing new.

5. Started off in 1971 selling espresso
makers and coffee beans. AGer his
visit to Italy in 1983, Howard Schultz
was determined to actually brew
and sell coffee in a European-­‐style
coffeehouse – and transformed
Starbucks into the na'onwide coffee
sensa'on it has become today.
STARBUCKS

6. GE was founded as an
electricity generator and
producer of ligh'ng
components to create the
power industry. But over its
130 plus year history, it has
con'nually challenged itself
to innovate and has
produced everything from
light bulbs to jet engines.
GE

7. Started as an electronics shop in a
bomb-­‐damaged department store
building in Tokyo and evolved into a
mul'na'onal conglomerate.
SONY

8. Started as a consumer appliance company
that made radio tubes. Today, it’s one of the
largest defense contractors in the world,
and makes microwave communica'ons
systems and cruise missiles.
RAYTHEON

9. In 1966, Nintendo started producing electronic
games and consoles and eventually became famous
for Super Mario and Donkey Kong video games.
However, the company existed several centuries
before that. Producing everything from playing
cards to vacuum cleaners, and instant rice.
NINTENDO

10. EMBARKING ON A TRANSFORMATION
is more than just deciding to do something different
or expanding into adjacent markets.
IT REQUIRES:
I. Business Agility
II. Sustained Innova'on
III. Opera'onal Excellence

11. Agility is the ability to sense changes in
economic condi'ons and the compe''ve
landscape, and to proac'vely implement a
response.
Business Agility

12. Sustained innova'on is the ability to develop
new products, services and methodologies
that advance beyond the compe''on, through
repeatable processes.
Sustained innovation

13. Opera'onal excellence is the ability to
consistently deliver cost-­‐effec've products
and services at defined performance levels.
Operational Excellence

14. ENTERPRISES LOOKING TO ENGAGE
a transforma've process should prepare themselves
by considering the following
SEVEN STEPS:

15.
1
Establish
The business purpose of
each investment. Is it to
enable growth, maintain,
or manage risk?

16. 2
Determine
Whether the metrics you
use have changed along
with modifica'ons in
business, processes,
and/or technology.

17. 3
Agree
Upon metrics that show
agility, innova'on, and
opera'onal excellence.

18. 4
Understand
The economic
environment and how
your organiza'on adjusts
its strategy to changes in
the environment.

19. 5
Create
The management
capabili'es that support
priori'za'on, consolida'on,
and standardiza'on to
manage and define the
requirements needed in
support of a collabora've
culture.

20. 6
Translate
The business strategy
into tac'cal plans for
short-­‐term and long-­‐term
value crea'on.

21. 7
Instill
In teams the behaviors
and values that will lead
to the best use of
informa'on for
customer, supplier, and
partner rela'onships.

22. A ONE-TIME MAKEOVER DOES NOT CUT IT.
This requires new organiza'onal structures, the crea'on
and sharing of new kinds of informa'on, and new decision-­‐
making processes.
TRANSFORMATION IS NOT A SINGULAR EVENT.
GROWTH THROUGH INNOVATION NEEDS TO BECOME
PART OF ANY ORGANIZATION’S SOUL.

23. “We have to assume that everything
we thing is right today will be
wrong tomorrow.”
- Everything Connects
find out more @
http://everythingconnectsthebook.com

24. About Me
Founder of Shadoka and other
companies. Shadoka enables
entrepreneurship, growth, and social
impact.
Formerly of GE and other global brands.
Author of several books, including
Everything Connects – How to
Transform and Lead in the Age of
Crea:vity, Innova:on and Sustainability
(McGraw Hill, Spring 2014) and Survive
to Thrive – 27 Prac:ces of Resilient
Entrepreneurs, Innovators, And Leaders
(Mo/va/onal Press, 2015).
Follow me @faisal_hoque.
Faisalhoque.com | shadoka.com