escape velocity engineering the organizational transformation may ,24,2013

Tuesday, April 11, 2023 dr.sarma 1

ENEERING THE ESCAPE ORGANIZATIONAL TRANSFORMATION

Dr. Sarma


Agenda Context Power of Positive Vision Critical Conversations

Personal Drive Escape Velocity

Wish to acknowledge the great works of Geoffrey MooreAnd Kerry Patterson and Otto Scharmer.Peter senge


Course objective• This is unique seminar to energize organizational

leadership to face challenge when confronted with transformation challenge

• The seminar hopes to sensitize managers /employees to accelerate buy-in and alignment with transformation and change strategies

• Focus is on learning the critical issues to engineer systematically the escape from lower growth and shrinking margins-the pressing issues of present to be super category killer league

“It is not the strongest that survive, nor the- the challenge of future most intelligent, but the most responsive to change ”. Charles Darwin.


The back ground

• These thoughts were born out of • Intense research, real life experience of implementing

change in a struggling organization


Presencing• a blend of the words "presence" and "sensing," refers to

the ability to sense and bring into the present one's highest future potential—as an individual and as a group

Theory U suggests

that the way in which we attend to a situation determines how a situation unfolds: I attend this way, therefore it emerges that way.

• Theory U offers a set of principles and practices for collectively creating the future that wants to emerge (following the movements of co-initiating, co-sensing, co-inspiring, co-creating, and co-evolving).--- Otto Scharmer


‘ORGANIZATION - NOT STATIC

• Hierarchy and control are temporary conditions or outcomes of the system, mere ‘snapshot points’ on a self-organizing journey (as Morgan puts it).

• The fundamental role of managers is to shape and create “contexts” in which appropriate forms of self-organization can occur. (Morgan, 1998:227)


Change essentials• Change requires new mindsets, not just new skills. • Over dependency on the human resource function to

manage change through individual skill development may not work.

• Leadership has to consider the need to advance both individual and collective leadership mindsets and style

“You will either step forward into GROWTH or you will step back into safety”. Abraham Maslow


Transformation leadership essential• view leadership as a collective activity that requires

mutual inquiry, learning and a capacity to work with complex challenges.

• Than heroic leadership in Conventional cultures assume that leadership emerges from a variety of individuals based on knowledge and expertise.

• Dependent leadership cultures hold only people in positions of authority responsible for leadership

• Interdependent leadership calls for collective and collaborative leadership behavior


By bringing inside-out leadership into balance with outside in market pressure , fostering change in critical e capabilities and building shared Vision, alignment and commitment. Becomes possible with sufficient escape velocity

Without the human side of the equation, efforts to implement change strategy fails

Escape velocity

Vision

Outside in

Challenge to change

Inside out


Leadership shift• leading people, strategic planning, inspiring commitment

and managing change-the weakest competencies of today’s individual leaders.

• Inadequate leadership ability is part of the problem. • “leadership” — not leader. • The shift in focus from development of the individuals to

be heroic leader, • realization of leadership as a collective activity is very

important.


What is escape velocity?

• Escape Velocity is the minimum velocity that an object is required to attain in order to escape from gravitational field of another object.

• Escape velocity does not depends on the mass of the escaping object.

• However, heavier object will require more energy to escape!

• Vescape= 40,000 km/hr = 11 km/sec from the surface of the Earth


WHAT IS THE CONNECTION ?When engineering the change the same escape velocity principle applies.

There is a minimum velocity requirement to escape from the pull of the organization's past culture

Here in these sessions we try and understand how to make the change happen


What to Do About That Fork In the Road?

"When the organization comes to a fork in the road...what do you do?”

hesitate about which way to go, now,

with the rest of the life.

Dilemma occurs due to eitherMarket Crisis-occurs at any time Organizational Crisis – shrinking margins

lower Growth

Tuesday, April 11, 2023 Saama Confidential


5 -Crucial Questions to ask

1. Is there too much preoccupancy with present?

2. Are we putting enough efforts to shape future collectively?

3. How much individual effort is being done towards future?

4. Is there enough talent around us?5. Is there enough steam in the team6. Is there right talent mix


Initiating change needs Holding Crucial Conversation by leaders with key people

Fear of disagreements can make change initiative to go slow



Whilst a whirlpool has a relatively constant form, it does not exist separately from the movement of the river.

• FOUR ‘LOGICS OF CHANGE’• Autopoiesis- self creating• Chaos & complexity• Mutual causality• Dialectical change

Tuesday, April 11, 2023 Confidential


Butterfly effect

The butterfly doesn’t cause in any meaningful sense the hurricane, but the tiny change it causes in its environment leads to another change and another change, and so on…How can managers and leaders cope in the face of such chaos and complexity? five key ideas: Learning the art of managing and changing contextsLearning how to use small changes to create large effectsLiving with continuous transformation and emergent order as a natural state of affairsBeing open to new metaphors that can facilitate processes of self-organization (Morgan, 1998:226)


Story of an Eagle- This is a very powerful real life story in order to live 75 years , at 40 it must decide what to domake choice about painful changes

http://www.youtube.com/watch?v=J65MycJKwgw&NR=1&feature=fvwp





The call to make ?Who will make a call?

Whether the push is from

Inside – Out

Outside - In



CRUCIAL ACTIONS


Seven steps

Here are seven “steps to take now

to confidently take charge of own DESTINY

1. Identify core talents, abilities, competencies, and skills

2. Identify fears.

3. Identify role models and supporters

4. Identify coach

5. Define success

6. Architect a plan

7. Spell out “Actionsteps”


1. Identify core talents, abilities, competencies, and skills

Ask :What are my passions and interests in life?What do I love to do, more than anything else?What do I care about, more than anything else?

Identify the linkages to marry your passion and values to your professional contribution



2. Identify fears. Fear is a paralyzer."Behold the turtle...who only makes progress when he

sticks his neck out!"Push forward by asking:

What am I afraid of?What is keeping me from actively pursuing? What's the "pay off" ? What's the “damage”?Is it really a "mistake“? What is “blocking”?



Two Quotes "If you argue for your limitations...you get to keep them!" -

Jonathan Livingston Seagull

"Indecision is a decision"...

- James Bryant



Call your role models and supporters

Behavior modeling and identifying your network

Ask yourself:

Who are the people that I most admire?

What are their qualities that make them so admirable?

How can I fold these admired qualities into my own way of being, while still

keeping my own sense of self and integrity?

Who are the people I can turn to when I need specific measures and the

results?



Critical impactors?

Cheerleaders

Skill Builders

Recommenders

Challengers



Who Matters? Cont…Spot-lighters

Esteem Builders

Connectors

Political Advisors



4. Identify the Coach

Trust the person who will help you to see your blind-spots

Even if one potentially can hold own hand through some dark hours of the professional path “Get a Coach” who will hold you



Ask people who spent over 6 or 7 years in the company

Confused about Success - What does that mean?What does "success" mean to me?

What does "success" mean to others around me?

What does "success" at my job / in my profession mean, within my organization?

How do I define success in my personal life?

How does "society's" prescribed definition of personal and professional success

influence my own definition of this concept?

Do I suspect that my definition of success will change as I grow older? How?

How can I broaden my personal definition of success?



Architect a Plan

S.T.A.N. – Strategic, Timely And Network... your guts out!

L.B.W.A. – Living By Wandering Around

Try the right brain exercise of mind-mapping or build a collage on the theme of where you want to professionally "go.”

Map out with words, as well, practical, "do-able today" steps to move yourself forward



7. Call for ActionGive yourself a "butt kick" and take some

action...any action is better than no action, in many cases

It's better to take a action, and find out it's not right for

you, after all, rather than not take any action



Expanding Circle of Influence


CIRCLE OF INFLUENCE

CIRCLE OF CONCERNS


Ask :

What is one small but positive step I can put into action today?

What two other things can I do within a defined and

reasonable parameter of time, e.g. next 30 days, to move

me forward even more?

What are at least two strategies for networking with

others (who have something in common with me) that I

am comfortable implementing immediately?How many ways can I continue to expand my Circle of

Influence (CI)?



Summary

Tuesday, April 11, 2023


PERSONAL DRIVE

PERSONAL DRIVE

dr.sarma Tuesday, April 11, 2023

Can we see the future


THE POWER OF VISION

ORGANIZATION'S LIFE

ALGORITHMIC

HEURISTIC

Org life pattern


PEOPLE

TYPE-1

TYPE-2

People pattern


Hippocrates named the Four Personality types after body fluids: the Choleric, the Melancholic, the Phlegmatic and the Sanguine.

“B” TYPE

AUTONOMY

MASTERY

PURPOSE


AUTONOMY

TASK

TIME

TECHNIQUE

TEAM


MASTERY

MIND SET

GRIP

ASYMPTOTE

Joy is in the pursuit of “Mastery”

Personal mastery


Personal mastery. ‘Organizations learn only through individuals who learn. Individual learning does not guarantee organizational learning. But without it no organizational learning occurs’ (Senge 1990: 139).

Personal mastery is the discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively’. It goes beyond competence and skills, although it involves them. It goes beyond spiritual opening, although it involves spiritual growth. Mastery is seen as a special kind of proficiency. It is not about dominance, but rather about calling. Vision is vocation rather than simply just a good idea.People with a high level of personal mastery live in a continual learning mode. They never ‘arrive’. Sometimes, language, such as the term ‘personal mastery’ creates a misleading sense of definiteness, of black and white. But personal mastery is not something you possess. It is a process. It is a lifelong discipline. People with a high level of personal mastery are acutely aware of their ignorance, their incompetence, their growth areas. And they are deeply self-confident. Paradoxical? Only for those who do not see the ‘journey is the reward’.


http://www.infed.org/biblio/b-comp.htm

http://www.infed.org/christianeducation/calling-doyle.htm

PURPOSE

Central to good human life and career



7 Principles of Aretians1. Ethics & Values

2. Alignment3. Leader vs. Follower

4. Customer Satisfaction5. Value Add

6. Goals to Pursue7. Responsibilities w/ Authority

Words of Wisdom

dr.sarma Tuesday, April 11, 2023 Page 46Tuesday, April 11, 2023 Saama Confidential

“Your work is going to fill a large

part of your life, and the only way to be truly satisfied is to dowhat you believe is great work. And the only way to do great work is to love what you do”

- Steve Jobs


Execution modelinitiation deployment stabilize Escape

accelerator

Leadership style

visionary pragmatism Harmonize collaborative

Core competency

innovative challenger selling team

Core attribute proactive toughness patience caring

Decision style intuitive experimental deliberating delegating

Alignment co factors in organization

Vision championsEngineering new products

Vision communityMarketing HR branding

Operations mgt

Strategic key menfinancials

7 Dimensions of Armored Employee

dr.sarma Tuesday, April 11, 2023 Page 48Confidential

Armored employee

financial

Account managt

Strategy

Admin

Mgmt

Delivery

Mgmt

People

Mgmt

Engineering and

innovation

dr.sarma Tuesday, April 11, 2023 Page 49Tuesday, April 11, 2023 Saama Confidential

Hierarchy of power

Category Power: Reengineering Portfolio Management

Company Power: Making Asymmetrical Bets

Market Power: Capitalizing on Market Transitions

Offer Power: Breaking the Ties that Bind

Execution Power: Engineering the Escape

REF: Geoffrey Moore


Hi

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Capa

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xper

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“Specialized”

Short / Medium-Term Player; MaybeMarginalized in Medium-Term

Long-Term Winners

“Highly Diversified super category killer ”

Long-Term Winners

“also ran”

Short / Medium-Term Loser

Slide 50Tuesday, April 11, 2023

Category killer

Market breadth

dr.sarma

Tuesday, April 11, 2023 51

I HAVE ALREADY MADE UP MY MIND;

DON’T TRY TO CONFUSE

ME WITH FACTS.


THANKS

July 05th 2012

escape velocity engineering the organizational transformation may ,24,2013

Business

heroic leadership

realization of leadership

collective leadership

dependent leadership

inadequate leadership

change happenfriday

essentials change

challenge of future