Accelerating Corporate Transformations Last

Accelerating Corporate Transformations:(Don’t Lose Your Nerve !)

Presented By : Bijoy E.V ([email protected])Venue : IBS-Bangalore, ICFAI eMBA batch

Date: 17-21 Dec 2011Ref: Robert H Miles@ HBR Jan-Feb 2010

20th Century

Managing scale Deploying specialization Achieving standardization Exercising control in pursuit

of efficiency

Evolution of Changes

TODAY

Collapsing hierarchical levels

Dismantling internal silos

Reengineering key processes

Reconfiguring from multinational to global Increasing

empowerment and autonomy

Faster, more distributed, less predictable change

Far greater stakeholder complexity and diversity

Rising importance of values and meaning The end of Western-led globalization; new rules

of enterprise Fundamental challenge to traditional growth

models Erosion of established authority structures Collapse of boundaries and coordination costs

Challenges due to this shift . . .

What does this mean for leaders?

Executives keep their heads down,protect their business, and try to avoid big mistakes by sticking to the “ tried and true”

The Six Transformation Inhibitors

The day-to-day management process is already overloaded and there’s no room on the agenda for anything new or different

The Six Transformation Inhibitors

Too many separate initiatives are being thrown at the organization and its people at the same time

The Six Transformation Inhibitors

Some executives remain unconvinced and uncommitted to the organization’s transformation agenda

The Six Transformation Inhibitors

Employees are always one big step behind leaders, putting the organization out of alignment

The Six Transformation Inhibitors

The shift into the Execution Phase issusceptible to three predictable “slumps” in energy and focus

The Six Transformation Inhibitors

Accelerators to Inhibitors

A cautious management culture can be mitigated by .

Compel the organization to rigorously confront reality

Emphasize and explain why transformation is necessary

Clarify how and when individuals will be involved

Establish the ground rules for dialogue and decision-making

Employ a third party to get difficult issues and objective data on the table

Accelerators In Action

The “business-as-usual” management process can be remedied by a . . .

Create a compressed launch Overlay to the regular management Process: a “No-Slack Launch” Compress the whole launch process Gear it for high speed and high engagement Go for some high-visibility “Quick Starts”

Accelerators In Action ( Cont.)

Initiative gridlock can be resolved by creating a . . .

Have the courage to focus your entire organization on 3, but no more than 4, major initiatives

Within each initiative have 2, but no more than 3, areas of focus, each with well articulated metrics

Invest only in projects that are fully aligned

Do more ON less

Accelerators In Action ( Cont…)

Involve all senior executives in leading important elements of the process

Require both performance improvement and behaviour change commitments

At this point in the launch process, deal swiftly and visibly with non-aligned executives

Change LeadersRecalcitrant executives must be transformed into . . .

Deploy a rapid, high-engagement employee cascade (go beyond communication campaigns and town hall meetings)

Put line managers in charge Go for engagement and

commitment before competency development

Align performance management to individual commitments

Disengaged employees can be motivated by creating . . .

Enact a rigorous plan for execution and learning Post-Launch Blues: Shift your leadership role into a “Ballast & Keel” mode Mid-Course Overconfidence: Conduct a rigorous, top-to-bottom mid-course assessment of the whole process Presumed Perpetual Motion: Insist on a full, but streamlined, re-launch process for the next year

Accelerators In Action ( Cont…)A loss of focus during execution can be avoided through the . . .

The Launch Phase has to be highly compressed to quickly Focus, Align and Engage your full organization behind a common View of success

Accelerators In Action ( Cont…)

Thanks