Owen sound iceberg additional conclusion if needed


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Owen sound iceberg additional conclusion if needed

  1. 1. 20 ideas tomake changehappen
  2. 2. Idea # 1Focus.Do 1 thing at a time
  3. 3. Focus on the one thing that willhave the greatest impact.Sourceshttp://blogs.hbr.org/bregman/2009/10/i-lost-18-pounds-in.htmlhttp://blogs.hbr.org/cs/2012/09/ten_ways_to_get_people_to_chan.htmlhttp://hbr.org/tip?date=101612
  4. 4. Sourcehttp://blogs.hbr.org/schwartz/2011/01/six-keys-to-changing-almost-an.htmlBe precise and specific about what to do.
  5. 5. Idea # 2Make what you doimportant andurgent
  6. 6. DelegateDepositNotimpor-tantDo nowSchedule incalendarImpor-tantUrgentNoturgentSource: Eisenhower matrix. http://www.mindtools.com/pages/article/newHTE_91.htm
  7. 7. 20% ofthe results80%of the results80% ofthe time spent20%of the time spentSource: Pareto’s principle.
  8. 8. Idea # 3Be a role model
  9. 9. Jack Welch: Role model management is – withoutquestion – the key to driving behavioursSourceJack Welch.http://video.mit.edu/watch/a-new-conversation-with-jack-welch-9702/, minute 36.
  10. 10. One way we learn new ways of looking at thingsis to identify ourselves with a role model, boss,mentor, friend, or consultant, and begin to seethings from that other person’s point of view.Source: Schein, Edgar H.: Process Consultation, p. 105.
  11. 11. Idea # 4Sponsorthe initiative
  12. 12. The executive sponsors the idea andagrees to fund it and back it through thedevelopment and deployment process.Sourcehttp://www.business-strategy-innovation.com/wordpress/2010/08/four-ways-ideas-are-selected-for-implementation/
  13. 13. Idea # 5Get powerto do things
  14. 14. Everyone knows which decisionsand actions he or she is responsiblefor.Most important trait fororganizational effectivenessSourceGary L. Neilson, Karla L. Martin, and Elizabeth Powers:The secrets to successful strategy execution.
  15. 15. Idea # 6Communicatecontinuouslyusing social media
  16. 16. ProactivechangeReactivechangeRevolu-tionarychangeConti-nuouschangeSources:Agndal, H., Axelsson, B., Melin, L., (2005), Developing Sourcing Capabilities, p 21, John Wiley & Sons Lt.http://arc.hhs.se/download.aspx?MediumId=537, p. 19
  17. 17. Sudden break with statusquo.Large, radical change.RevolutionarychangeContinuouscommunication.Continuousimprovement.Permanent learning.Small, step-by-stepchanges.Continuouschange
  18. 18. Create a platform - physical or virtual - thatallows supporters of your idea to connectand further disseminate your idea.Sourcehttp://hbr.org/tip?date=090712
  19. 19. In 2005, Toyota received more than540,000 improvement ideas fromits Japanese employees.Source:Dominic O’Connell: Do not disturb: Mr. Watanabe is taking over the World. Car, June 2006.
  20. 20. Idea # 7Communicatepassionately
  21. 21. To get your ideas heard:Be passionate, share your enthusiasm.Sourcehttp://web.hbr.org/email/archive/managementtip.php?date=051211
  22. 22. Sources:http://thehypertextual.com/2010/04/08/gary-hamels-pyramid-of-human-capabilities/http://www.business-strategy-innovation.com/2010/04/employee-traits-hierarchy-for-creative.htm
  23. 23. Source: http://hmi.ewi.utwente.nl/verslagen/capita-selecta/CS-Zimmerman-Jurrit.pdfHigh energyLow energyAlertPassionHappyNervousStressedUpsetSadDepressedFatigued CalmRelaxedContentedAngry
  24. 24. Idea # 8Work with peoplewho want change
  25. 25. John Kotter: People have got to want to do itSource: http://www.vimeo.com/20000475
  26. 26. ActivefollowersProactiveWant changeReactiveResist change
  27. 27. Essential to this turnaround was his cultivationof allies within the community.For example, he [Jamie Oliver] sought out themost influential teachers – adults who alreadyhad the trust of the school children. Once theysaw better health was possible, it became agenuine motivator.Sourcehttp://www.strategy-business.com/article/11205?pg=all
  28. 28. Source: http://www.tignum.com/sink_float_or_swim
  29. 29. Activity10: Veryactive.1: Veryinactive.Ms Y.Mr. ZCompetence10: Verycompetent.1: Notcompetent.Attitude10: Verypositive.1: Verynegative.Mr. X
  30. 30. Source: http://news.bbc.co.uk/1/hi/business/7957671.stmWhat makes the Tata Nano so cheap?
  31. 31. When we started to connect with what we call theyounger high performers, on the other hand - peoplein their late 20s and early 30s - it was very different.We would have breakfast meetings with a dozen ofthem, and we would invite them to give very, veryfrank views. We soon realized that they weresuffocated and that they wanted change.So we started picking out some of these individualsand giving them challenges.”Ravi KantSource:Kumra, Gautan: ”Leading Change: An Interview with the managing of Tata Motors.”mckinseyquarterly.com, January 2007.
  32. 32. Girish Wagh was in his early 30s whenhe headed the Tata Nano Project.Source:http://economictimes.indiatimes.com/features/corporate-dossier/innovative-companies-are-constantly-obsolet
  33. 33. Generation Y expects to work in communitiesof mutual interest and passion, not structuredhierarchies.Consequently, people management strategieswill have to change so that they look more likeFacebook and less like the pyramid structuresthat we are used to.Sourceshttp://www.vineetnayar.com/rethinking-talent-management-in-the-new-normal/http://www.hcltech.com/about-us/hcl-technologies/leadership-team/vineet-nayar/Vineet Nayar
  34. 34. ”The most frozen layer in any organization, I think,is the people with experience who think they knowbest, who believe that nothing can be changed,and who typically exhibit a not-invented-heresyndrome.Sources:Kumra, Gautan: ”Leading Change: An Interview with the managing of Tata Motors.”mckinseyquarterly.com, January 2007.http://www.hindu.com/2008/06/29/stories/2008062956021300.htmRavi Kant
  35. 35. Idea # 9Set goals foryourself andreach them
  36. 36. NotgoalsChange ishappeningGoalsWhat do I doWhat don’t I do
  37. 37. Define a 100-day challenge.Sourcehttp://blogs.hbr.org/ashkenas/2010/09/dont-let-your-next-crisis-go-t.html
  38. 38. Nadim Matta found that huge amounts of talent andresources in developing countries were being devotedto developing top-down solutions for agriculturalproductivity, clean water, maternal health, and otherareas.So instead of experts and officials shaping solutionsand giving them to the recipients, Nadim Mattaworked with local leaders to challenge the ultimaterecipients to come up with their own solutions in100 days or less, and to use the experts,government officials, and aid workers as resources.Sourcehttp://blogs.hbr.org/ashkenas/2012/12/in-a-change-effort-start-with.html
  39. 39. Create a flow of value to customersby “chunking” feature delivery intosmall increments.Sourcehttp://agile200x.com/2007/agile2007/downloads/handouts/Augustine_474.pdf
  40. 40. “..being too focused on achieving a specific goalmay decrease extra-role behavior, such as helpingcoworkers (Wright, George, Farnsworth, &McMahan, 1993).Goals may promote competition rather thancooperation and ultimately lower overallperformance (Mitchell & Silver, 1990).”SourceOrdóñez, Lisa D.; Schweitzer, Maurice E.; Galinsky, Adam D.; Bazerman, Max H.:”Goals Gone Wild: The Systematic Side Effects of Over-Prescribing Goal Setting.”http://www.hbs.edu/research/pdf/09-083.pdfKeep in mind:
  41. 41. Idea # 10Do differentthings acrossthe value chain
  42. 42. People dodifferent thingsthey like to doacross the valuechainRationalengagementfocusEmotionalengagementfocusExternalChange DriverInternalChange Driver
  43. 43. Idea # 11Tell people whatis in it for them
  44. 44. SourceJack Welch.http://video.mit.edu/watch/a-new-conversation-with-jack-welch-9702/, minute 16.
  45. 45. Try leading the client toward your idea with aseries of statements he/she agrees with - andthen pitch your idea as if its his / her idea.Sourcehttp://99u.com/articles/7207/Why-Great-Ideas-Get-Rejected
  46. 46. Idea # 12Give and getfeedback
  47. 47. 1. Use ”I” language.2. Be specific / concrete. Use facts.3. Give positive, helpful feedback.Give the person a gift.Feedback tips
  48. 48. Feedback frequencyPerformance
  49. 49. Schein, Edgar H.: Process Consultation, p. 98.http://web.hbr.org/email/archive/managementtip.php?date=022610http://smartblogs.com/leadership/2011/07/20/how-much-feedback-is-too-much/http://www.fastcompany.com/1753874/feedback-usually-says-more-about-the-giver-than-the-receiverSources
  50. 50. Idea # 13Get inputs fromoutside
  51. 51. Source:Creating an Innovation Mindset. An interview with Vijay Govindarajan.http://www.youtube.com/watch?v=sNzkmZdM4A4http://www.economist.com/node/16888745?story_id=16888745Managers must bring infresh voices from outside.
  52. 52. When Jamie Oliver wanted to change theeating habits of kids at a U.S. school, he gottheir attention with a single, disgusting image:A truckload of pure animal fat.Sourcehttp://blogs.hbr.org/cs/2012/09/ten_ways_to_get_people_to_chan.html
  53. 53. Sourcehttp://blogs.hbr.org/cs/2012/09/ten_ways_to_get_people_to_chan.html
  54. 54. Only from outside can one be sure of disinterestedcriticism, astringent appraisal, the rude question.Only from outside can one expect judgments untaintedby the loyalty and camaraderie of insiders, undistortedby the comfortable assumptions held within the walls.Source: Gardner, John W.: On Leadership, p. 130.
  55. 55. Rationalinput fromoutsideRationalengagementfocusEmotional inputfrom outsideEmotionalengagementfocusExternalChange DriverInternalChange Driver
  56. 56. Idea # 14Keep trying outideas at low costs
  57. 57. Build a just try it culture - emphasize”test and learn” instead of ”plan andexecute.”SourceHamel, Gary: The Future of Management, p. 120.
  58. 58. The need to experiment and failinexpensively in execution is wheremost of the focus is these days.Source: http://blogs.hbr.org/govindarajan/2011/03/the-positive-power-of-failure.htmlVijay Govindarajan
  59. 59. Source:http://www.businessweek.com/managing/content/may2009/ca2009058_754247.htmhttp://www.buzzmachine.com/about-me/Jeff Jarvis encourages us not to be tooscared to make mistakes. “You need tobe free to fail”, he says.
  60. 60. “Fail often to succeed sooner”Tom Kelley, IDEOSource:http://www.associatedcontent.com/article/1284604/welcome_failure.html?cat=35http://www.ideo.com/people/tom-kelley
  61. 61. Sourceshttp://lawrencelot.com/happy-birthday-thomas-edison-107http://www.ideachampions.com/weblogs/archives/2010/09/theres_a_lot_of.shtml
  62. 62. "Anyone who has nevermade a mistake has nevertried anything new."Albert EinsteinSourcehttp://www.ideachampions.com/weblogs/archives/2011/03/_anyone_who_has.shtml
  63. 63. Idea # 15Ask for forgivenessrather than forpermission
  64. 64. ”If you see an opportunity, go for it!”SourceShona Brown, Google.Hamel, Gary: The Future of Management, p. 112.
  65. 65. What rules could we get rid of todaythat would increase our ability tocreate value?Sourcehttp://www.managementexchange.com/blog/twenty-questions-i-ask-myself-every-day
  66. 66. Idea # 16Keep thingssimple
  67. 67. Source: http://www.business-strategy-innovation.com/2009/08/great-ideas-arent-innovation.htmlUsability drives adoptability, andtherefore it pays to keep things simple.
  68. 68. Idea # 17End eachmeeting withaction steps
  69. 69. Sourcehttp://www.innovationmanagement.se/2011/05/09/how-to-make-your-ideas-actually-happen/When you do meet with clients or colleagues,end each meeting with a quick review ofcaptured action steps. The exercise takesless than 30 seconds per person. Eachperson should share what they captured.
  70. 70. Idea # 18Signal new era byusing symbols
  71. 71. Source: http://images.businessweek.com/ss/09/06/0624_ads_you_wont_hate/19.htm
  72. 72. Idea # 19Measureinnovation
  73. 73. 1. Does the idea cut costs within x days?2. Does the idea help reduce polution / wastewithin x days?3. Does the idea help more people to learnmore within x days?Examples of criteria to evaluatewhether an idea is valuableAdapted fromhttp://innovateonpurpose.blogspot.com/2011/03/criteria-for-your-idea.html
  74. 74. Idea # 20Celebrate successexperiences
  75. 75. Source: http://youtu.be/9buGE_vKxccCelebrate successes using handwritten notes