New Workshop Presentation on How to Create Breakthrough Strategy Implementation is Now Available!

1. Cross
Functional
Team
Leadership
Workshop
Prospectus

2. Contents
• General Introduction
• Cross FunctionalTeam Building Defined
• Cross FunctionalTeam Building Leadership
• StrategicWorkshop on Cross FunctionalTeam Leadership – Application
• Executive Interviews
• Workshop Day One: Overview
• Workshop DayTwo: Overview
• Workshop DayThree: Overview

3. TEAM INTRODUCTION
• MARTIN STEIN
• PEDRO CARPES
• FOR MORE INFORMATION: CONTACT martin.stein@comcast.net

4. Challenges
• Does your organization have the “fire fighter” mentality?
• Are you looking for an approach where alignment and culture are positive forces for change?
• Are you interested in a process that helps middle management accept and promote
accountability?
• Can you see examples of “nonsensical bureaucracy” that hamper attainment of strategic
initiatives?
• Would you like to create an integrated, ongoing team based systematic process for identifying
and solving barriers to growth?

5. GENERAL INTRODUCTION
• Implementation of theToyota continuous improvement process assumes the existence of an infrastructure of team based
leadership. CFTL (Cross FunctionalTeam Leadership) is not easy to create and to sustain.There is now an approach for
introducing this concept and for developing breakthrough strategies using team based innovation.
• Although similar workshops have been conducted in a variety of contexts such as an automotive manufacturer, medical
supply producer and an airline, there is now an advanced approach for generating a cross functional team leadership
approach using value alignment and internal based consulting techniques.
• The design of the workshop utilizes a structure for policy, program and practices that interrelate with the values, behaviors
and systems of the organization.This structure, strategic adaptation, consists of concepts drawn from MIT Professor Senge
on how to create a learning organization and from the Harvard Business School Professor Porter on Competitive Strategy
formulation. By combining these two powerful techniques, the teams are focused on identification of barriers and enablers
with a resulting innovative approach for continuous improvement.
• To meet the challenges of the future, organizations will have to create a culture of learning and innovation.This process will
help launch the new culture and develop experiments that test advance measures of continuous improvement. GE’s former
CEO BillWelch has identified lack of accountability of middle management and the existence of nonsensical bureaucratic
behavior as the two major problems impeding successful implementation of corporate strategy.The new methodology will
target eradication of these barriers and design breakthrough strategies that enable success in the very competitive industrial
environment of the future.
• Companies that have concerns about growth for 2020 or that face challenges related to safety, security, lack of innovation
and rapid technological change will want to consider how to take advantage of the Cross FunctionalTeam Leadership
program now being offered on a Pilot Basis by two experienced team building leaders that will draw on experience from
multinational companies such as Kellogg, Coca Cola and Unilever.

6. CROSS FUNCTIONALTEAM BUILDING DEFINED
• We present a process consisting of cross functional teams to identify and evaluate dynamic
measures of continuous improvement.The sequence begins with a series of value oriented
interviews to create alignment and structure for the initial team building workshop.At the
workshop, the teams are challenged to identify the new measure and to determine the
barriers and enablers for future improvement.
• Teams are divided into groups that focus on three aspects of continuous improvement:
practice, programs and policies.The teams report on the results of the initial two hour round
of discussions and then they exchange these results with the other teams. In the second
round, a consensus for definition of the new measure is presented and in the third round, an
experiment is designed to test this measure.
• Two experienced team building leaders will draw on experience from multinational companies
such as Kellogg, Coca Cola and Unilever to design and implement CI (Continuous
Improvement) Systems.

7. CROSS FUNCTIONALTEAM LEADERSHIP
• This method will allow teams to accept responsibility for the initiatives and create pilot
experiments that solve critical problems.
• The teams consist of internal staff that are knowledgeable in key areas but who often may not
share that knowledge.
• Narrow functions do not permit the staff to engage in broader discussions and to eliminate
barriers to implementation of a strategy.
• Gaps may exist in policy, program and practices that need to be addressed before new
initiatives are launched.
• The leadership process that is developed can convert a negative culture into a positive one
supported by teams that enable the change process.

8. Confirm
Strategies,
Vision and
Mission
Develop
Breakthrough
Strategies
• FormTeams
• Develop Implementation
Strategy
• CreatingTracking System
• Eliminate Barriers and Myths
• Implement Enablers
Evaluate and Update
Organisation
Structure
• Evaluate and update
Incentives
• Identify Barriers and Enablers
• Surface Myths
Create New Culture
• Alignment of Management
• Knowledge Sharing
• Leadership Programs
• Innovation andTraining
• Monitor Results
Start
Conduct Interviews
No Agreement
No Agreement
Cross FunctionTeamwork Leadership

9. StrategicWorkshop on Cross FunctionalTeam Leadership – Application

10. EXECUTIVE INTERVIEWS
• Conducted on your site prior to workshop to develop a better understanding of the current
situation, values and issues.
• Focus on expectations and future plans
• Open-ended and will last approximately one hour each
• Summarized into aValue Alignment Matrix to be used in the workshop with anonymous
comments
• Criteria for selection of interviewees to be determined and flexible.

11. WORKSHOP DAY ONE: OVERVIEW
• Introduces theTeams andTheir Mission
• Focuses on Current Situation
– Utilizes the DoubleTriangle Method to Identify misalignment, gaps and culture or climate issues
– Understanding of the Hoshin Planning Process
– IntroducesTeamwork Methods and Rules
– Introduces the concept of theTeam Champion andTeam Leaders
– Introduces the concept of a Breakthrough Strategy using existing and proposed KPI’s
– Work in current situation analysis
– As output, ensure clarity on Positive, Negative, Inhibitors and Enablers elements

12. • Sorts topics discussed into 4 categories: Inhibitors, Enablers and Positive and Negative Cultural
Factors from 2nd Round
• Teams create plans to achieve the Breakthrough and Cross Critique each plan
• Teams reconvene to prepare revised plan with preliminary suggestions for potential
experiments
• Experiments and Resources Needed for a Pilot are Proposed by theTeams
• Create a Implementation Master Plan
WORKSHOP DAYTWO: OVERVIEW

13. • Team Presentations on the Pilot
• Cross Critique the Plans
• Revised Plans are Prepared
• Benefits of the Pilot are Analyzed
• Schedules are Prepared
• Data Requirements are Considered: Before and After KPI’s implementation
• Policy Issues can be deferred to a PolicyTeam and review by Executives
• Final Master Plan to be validated by stakeholders
WORKSHOP DAYTHREE: OVERVIEW

14. Downtime for Lines 1-4: Before and After Change
0
1
2
3
4
5
6
Category 1 Category 2 Category 3 Category 4
Series 1 Series 2 Series 3

15. Productivity and Impacts ofTraining
• Training Impacts Productivity
• Best Practices Introduced
• Group B has Higher
Productivity!
Group A Group B
Class 1 82 95
Class 2 76 88
Class 3 84 90

16. Tasks Performed by Each Group BeforeTraining
Group A
• Task 1
• Task 2
Group B
• Task 1
• Task 2
Group C
• Task 1
• Training Plan for Groups A-C
• Groups A and B Perform Same
Tasks
• Group C Only PerformsTask 1