economic times masterclass: operationalizing change 150316
TRANSCRIPT
Operationalizing Change
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PRB PARTNERSCOLLABORATING FOR YOUR BUSINESS GROWTH
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QUICK INTRODUCTIONS
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SETTING THE CONTEXT
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What are its fundamental aspects?
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Two Aspects of Change
Both perception and reality need to change in dynamic equilibrium
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The Dynamic Dance
• Change involves two
aspects :
– Reality
– Perception
• Constant Refresh
• Speed has to match
• Dynamic to-and-fro
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We will be doing this dynamic dance for the rest of the session!
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A Military Story
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The OODA Loop
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OODA in Business (Plan-Do-Check-Act)
Where you implement your decision. You
then cycle back to the Observe stage, as you
judge the effects of your action.
This is where actions influence the rest of
the cycle, and it's important to keep
learning from what you, and your
opponents, are doing.
Act
Decisions are really your best guesses,
based on the observations you've
made and the orientation you're
using.
Fluid works-in-progress. As new suggestions keep
arriving, these can trigger changes to
your decisions and subsequent actions –
Decide
Cultural traditions
Genetic heritage
The ability to analyzeand synthesize
Previous experience
New information coming in.
OrientWhat's happening in
the environment that directly affects me?
What's happening that indirectly affects
me?
What's happening that may have residual
affects later on?
Were my predictions accurate?
Are there any areas where prediction and
reality differ significantly?
Observe
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Agenda for the Day
• Flashback: Genesis & History– Manufacturing & Automobile Industry
• Future: Innovation & Change Management– What next for Automobiles?
• The Essence of Agility– Introducing a Framework
• Change & Operational Excellence– My 10 Mantras
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“Those who cannot remember the past are condemned to repeat it.” - George Santayana,
Philosopher, essayist, poet & novelist
1863 - 1952
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The Rise of Manufacturing
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The Industrial Revolution
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Drill Press
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“Had I asked end customers,all they would have said isthat they need a faster horse”
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Timeline of the Car
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Mill
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US Automobile SalesSource: WardsAuto, OICA for data, Womack (2008) & Author
Assembly LineMass Production
Flexible MassProduction
Toyota Production Systems
Platformization
?
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US Automobile Industry Time-line(Passenger Cars)
The Global Automobile Industry
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What is Innovation?
Invention Innovation
(Novelty + Value)
Product/ Service
Technology
Production/ Process
Markets/ Channels
Business Model
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• Incremental
• Radical/ Breakthrough
• Open
• Disruptive
{
What is ‘more’ innovation?What criteria would you use to judge if something
is more (or less) innovative?
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US Automobile Industry: What Next?
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US Automobile SalesSource: WardsAuto, OICA for data, Womack (2008) & Author
Assembly LineMass Production
Flexible MassProduction
Toyota Production Systems
Platformization
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Better Place
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Missing?
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What Next?
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THE ESSENCE OF AGILITY
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The Domains of Agility
Individual Interior
ISelf & Awareness
Individual Exterior
ITBehaviour &
Actions
Collective Interior
WERelationship &
Culture
Collective Exterior
ITSEnvironment &
Systems
Self-leadership Agility
Creative Agility
Contextual Agility
Stakeholder Agility
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What we covered?
Agility DomainFrom Outside to Inside(Understanding)
From Inside to Outside(Enactment)
ContextualAgility
Situational Awareness
Sense of Purpose
Stakeholder Agility
Stakeholder Understanding
Power Style
Creative AgilityConnective Awareness
Reflective Action
Self-Leadership Agility
Self AwarenessDevelopmental Motivation
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Synthesizing into business
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OPERATIONALIZING CHANGE
10 Mantras for
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Operationalizing Change (1)
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“A company that finds itself in a more-than-good-enough circumstance simply can’t win: Either disruption will steal its
markets, or commoditization will steal its profits.”
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Operationalizing Change (1)
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Operationalizing Change (2)
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Operationalizing Change (2)
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Experiment.
Experiment.
Experiment.
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Operationalizing Change (3)
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Operationalizing Change (3)
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Operationalizing Change (4)
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“To me, ideas are worth nothing unless executed. They are just a
multiplier. Execution is worth millions.”
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Operationalizing Change (4)
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Execution is Everything
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Operationalizing Change (5)
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Competition or cooperation?
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Operationalizing Change (5)
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Collaborate or Perish
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Operationalizing Change (6)
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Operationalizing Change (6)
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Operationalizing Change (7)
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Operationalizing Change (7)
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Operationalizing Change (8)
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Operationalizing Change (8)
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Glamourize Achievements
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Operationalizing Change (9)
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Operationalizing Change (9)
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Repeat Consistently
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Operationalizing Change (10)
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“In God We Trust, All Others Bring Data”
- W. Edwards Deming,
Statistician, author, lecturer ….
1900-1993
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Operationalizing Change (10)
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Data is the Lens. Not the Picture!
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Operationalizing Change Mantras
1. Prepare for it!
2. Experiment. Experiment.
Experiment!
3. Go Small. Grow Big!
4. Execution is Everything
5. Collaborate or Perish
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6. Improvise. Adapt.
Overcome.
7. Keep it Simple!
8. Glamorize Achievements“Business of Business is People”
9. Repeat consistently
10. Data is the Lens, Not the
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Thank you!
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