“The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it” Michelangelo.

“The greatest danger for most of us is not that

our aim is too high and we miss it, but that it is

too low and we reach it”

Michelangelo

Two types of organisational learning

Adaptive

Generative

Three ways to encourage executive development

Keep organisational layers and structure simple

Encourage cross organisational managerial working

Reward individual high performance

Pearson

Three ‘r’s for optimal organisational performance

Revolution

Renewal

Resilience

Source: Hamel and Valingas

Three areas for CEO impact

Directing actions setting direction

refining or changing course

Structuring actions creating the environment within

which the organisation functions

Energising actions triggering and inspiring performance-

oriented, self-renewing behaviour

Three moves needed in any organisation

From perfection to performance

From commanding and controlling to empowering and energising employees

From producing a product to caring for a customer

Three tensions for change

Profitability vs Growth

Short term vs Long term

Whole vs Parts

Source: Dodd and Favoro

Four factors that determine the success of change

Duration and momentum of the programmeIntegrity – ability of the project team to deliver on timeThe commitment of top management all affectedEffort over and above the normal the initiative demands

Source: Sirkin et al

Four perspectives for change

The financial perspectiveThe customer perspectiveProcess perspectiveLearning and growth perspective

Source: Kaplan and Norton

Four pillars for change

Metrics to emphasize new cultural priorities

Processes to integrate the new culture into the organisation

Programmes to build support for cultural change

Structures to create a framework for the new culture

Source: Charan

Four tools for change

Leadership tools

Culture tools

Power tools

Management tools

Source: Christensen et al

Four tasks for a Chief Executive

Focus on most significant stakeholder needs

Deciding what business you are in

Balancing the present and the future

Shaping values and standards

A G Latley

The four stage innovation process

Generating

Conceptualising Optimizing Implementing

Source: Basadur and Gelade

The four ‘C’s of a confident organisation

Collaborative – doing things together

Creative – doing things first and better

Controlling – doing things right and the right way

Competent – doing things fast and efficiently

Four parts to the ACES change model

A ctions

Specific behaviours that contribute to success

C larity

Clear objectives leading to real success

E nvironment

Factors required to achieve success

S kills/knowledge

What people must know and do to achieve success

Excellence depends upon...

Caring more than others think is wise

Risking more than others think is safe

Dreaming more than others think is practical

Expecting more than others think is possible

K Sriram

Four challenges for organisations

Developing rewards, recognition, and career opportunities

for specialists

Creating unified vision in an organisation of specialists

Devising the management structure for an organisation of

task forces

Ensuring the supply, preparation and testing of top

management people

Peter Drucker 1988

Five lessons from effective organisations

Hire happy peopleTrain your people thoroughlyTreat your people exceedingly wellSeek customer feedback and act upon itEnsure senior leadership hear directly from the front lines

Source: D Frances

Five parts the POMCE performance model

P lan

O rganise

M onitor

C ontrol

E valuate

Five top management requirements for change

Create a sense of urgencyDevelop competitor focus and awareness at all levelsProve employees with the skills needed to be effectiveGive time to digest one challenge before launching the nextEstablish clear milestones and review mechanisms

Source: Hamel and Prahalad

Five organisational essentials

Mission Why we exist

Values What we believe in

How we will behave

Vision What we want to be

Strategy What our competitive game

plan will be

Balanced scorecard How we will monitor and implement

the plan

Five parts to the SARAH change model

S hock

A nger

R ejection

A cceptance

H elp

Five key principles at Starbucks

Make it your own

Surprise and delight

Everything matters

Embrace resistance

Leave your mark

Source: Joseph Mitchell

Five things Starbucks wants all staff to be

Welcoming

Genuine

Considerate

Knowledgeable

Involved

Source: Joseph Mitchell

Six ways to counter resistance to change

Education and communicationFacilitation and supportManipulation and co-optationParticipation and involvementNegotiation and agreementExplicit and implicit coercion

Source: John Kotter

Six parts the STEEPLE model for analysing external macro environment factors

S ocietal

T echnical

E conomic

E nvironmental

P olitical

L egal

E thical

Six parts the PESTLE model of market testing

P olitical

E conomic

S ocietal

T echnical

L legal

E nvironmental

The Sunday Times 100 criteria

Leadership

My company

My manager

My team

Well being

Belonging

Giving back

Personal growth

Eight ways to develop a culture of candour and transparency

Tell the truth

Encourage upward truth telling

Reward contrarians

Practice having uncomfortable conversations

Admit mistakes

Go for learning from mistakes not blame

Recruit and support truth tellers

Set information free

From O’Toole and Bennis

Nine attributes of an innovative organisationChallenge/involvement

Freedom

Trust and openness

Idea time

Playfulness and humour

Conflict

Idea support

Debate

Risk taking Source: General Electric