1. Presented By : Bijoy E.V (bijoyev@yahoo.com)
Venue : IBS-Bangalore, ICFAI eMBA batch
Date: 17-21 Dec 2011
Ref: Robert H Miles@ HBR Jan-Feb 2010

2. TODAY
 Collapsing
hierarchical levels
 Dismantling internal
silos
 Reengineering key
20th Century
processes
 Reconfiguring from
Managing scale
multinational to


Deploying specialization
global

 Achieving standardization
Exercising control in pursuit  Increasing
empowerment and

of efficiency
 autonomy

3.  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

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

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

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

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

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

10. The shift into the Execution Phase is
susceptible to three predictable
“slumps” in energy and focus

12. 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

13. 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”

14. 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

15. Recalcitrant executives must be transformed into . . .
 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

16. Disengaged employees can be motivated by creating . . .
 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

17. A loss of focus during execution can be avoided through the . . .
 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

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

19. Thanks