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Bright Spots for Growth

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Bright Spots for Growth

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Growing your business can be hard work. But, it becomes even harder when you continually focus on “areas for improvement”… There is an alternative; it is called a “Bright Spots Approach”.
In this presentation you will learn:
- Why you should focus more on bright spots
- How other companies are successfully using bright spots to grow faster
- Why bright spots focus will also help you fix the weak spots in your company
- How you can get started quickly

Growing your business can be hard work. But, it becomes even harder when you continually focus on “areas for improvement”… There is an alternative; it is called a “Bright Spots Approach”.
In this presentation you will learn:
- Why you should focus more on bright spots
- How other companies are successfully using bright spots to grow faster
- Why bright spots focus will also help you fix the weak spots in your company
- How you can get started quickly

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Bright Spots for Growth

  1. 1. September 28, 2017
  2. 2. WHY THIS TALK TONIGHT Bright Spots is a book chapter that grew into a product … Your feedback and thoughts… • How does the idea resonate ? • Could it change the “fix-it consultant method” ? • Will it deliver speed , clear deliverables ?
  3. 3. Organization • The Theory / Case Studies • Work in Groups • How to do it • Work in Groups • Conclusions • Q&A Done at +/- 20:30 Download Link www.tiny.cc/Brightspots289/
  4. 4. BACKGROUND: THREE YEARS OF RESEARCH… WITH OVER 300 COMPANIES 7 Key Learnings from the Research 1. Strategic alignment is the cornerstone of successful innovation 2. If you want to give autonomy, you need to have strategic alignment first 3. If you get alignment, attitudes and learning orientation in place, systems will follow 4. The right balance disruptive/incremental is key 5. Proactivity is the one thing you need to reward 6. Walk before you run 7. If you are in a big company or a small company you need to act like you are in a successful start up SEVEN DRIVERS OF INNOVATION SUCCESS BUT AN IMPORTANT DIFFERENCE AROUND MENTALITY
  5. 5. LET’S START WITH A TEST... 1 2 3 4 5 What are the 5 most important things that you did today? Description of the Actions
  6. 6. WHAT WE KNOW… In business growth projects, the right mix is: 85% day to day 15% leap projects Where 50% of the growth comes from leap projects Day to day = Keep Competitive Leap = Create Future
  7. 7. It all about getting the right Balance…
  8. 8. THE CHALLENGE We spend our time fixing what’s wrong. We have hundreds of priorities. The right solution is a balance between strengths and fixing a very limited number of weaknesses.
  9. 9. Instead of focusing on what is going wrong, companies can consciously choose to focus more of their time on what is going right. We call this a “Bright Spots” mentality.
  10. 10. OUR 4 CORE BELIEFS 1 Bright spots bring energy, bright spots are motivating. 2 No successful business grows on it’s weaknesses. 3 When people see work is being done on bright spots, they will be more ready to fix weak spots. 4 Bright Spots increase Employee Engagement.
  11. 11. FOUR EXAMPLESLinking Real Examples in the Market to Our 4 Core Beliefs
  12. 12. EXAMPLE #1 Imagine coming into a company where everything is going bad... A Few People were allowed to work on status updates THEY GOT EXCITED AND CREATED A NEW COMPANY Podcasting with status updates… No one listening to the podcasts but people liked the status updates
  13. 13. Bright spots bring energy, bright spots are motivating.
  14. 14. EXAMPLE #2 The Marketing person "On our flight from Houston to Las Vegas our customers are getting hungry. We think that they would appreciate a chicken salad instead of just peanuts." The CEO’s reply: "Will offering a chicken salad on the flight from Houston to Las Vegas help to make us the unchallenged low-fare airline? Because if it doesn't, we're not serving any damn chicken salad."
  15. 15. No successful business grows on it’s weaknesses
  16. 16. Jerry Sternin - Save the Children To fight severe malnutrition in rural communities of Vietnam. Tired of “do-gooder” missions the Vietnamese foreign minister, gave him just six months to make a difference… EXAMPLE #3
  17. 17. 90% of Managers start with what’s wrong and how to fix it...
  18. 18. Vietnamese Mothers Love Their Kids... You tell them they’re doing something wrong... The response you will get: "I am doing the best I can" "You don’t understand" WHEN You tell them they’re doing something right... The response you will get: "Really?" " How can I do more? " WHEN
  19. 19. When people see work is being done on Bright Spots, they will be more ready to fix weak spots.
  20. 20. EXAMPLE #4 Why it is listed as always one of the best places to work? GOOGLE - EMPLOYEE ENGAGEMENT HOW DOES GOOGLE DO IT? • 20% time for individual projects • Self selecting teams • Competition based on strengths STRATEGIES RESULTS Employees see their Bright Spots every day
  21. 21. Employees who have the chance to focus on their strengths every day, are six times as likely to be engaged in their jobs.
  22. 22. Bright Spots increase Employee Engagement
  23. 23. “ WE CANNOT SOLVE OUR PROBLEMS WITH THE SAME THINKING WE USED WHEN WE CREATED THEM - Albert Einstein ”
  24. 24. CAUSAL vs EFFECTUAL REASONING FIRST FIRST GIVEN GOAL GIVEN MEANS M1 M2 M5M4M3 M1 M2 M5 M4 M3 MANAGERIAL THINKING (causal) Accumulate means necessary to achieve a pre-determined goal. THEN ACCUMULATE MEANS ENTREPRENEURAL THINKING (effectual) Imagine many possible new ends using a given set of means. THEN IMAGINE ENDS
  25. 25. EFFECTUATION IN ACTION “The Bird in Hand Principle: Start With What You Have” One Way F in d a re c ipe , g o t o t h e s t o re … Other Way O pe n t h e re fr ig e r a to r, pe e r in s ide a n d c re a t e s o me t h in g – a new dis h – a n u n e x pe c t ed bu s in e s s mo de l.
  26. 26. 15 minutes No correction of weaknesses 2 deliverables Career Recommendations A 6 month development plan 1 minute presentation Working in Groups
  27. 27. Another problem employee… Areas for improvement Narcissistic Poor people management skills Weak Analytical skills No formal education Overbearing / Bossy/ Abrasive Often breaks rules Bright Spots Passionate Interested and willing to learn Strong Presentation Skills Willing to break the rules Strong design skills Perfectionist
  28. 28. Who is our mystery employee ?
  29. 29. Steve Jobs As CEO he built more market value than any other CEO He is perhaps also the weakest CEO ever in many areas What he did, he did, by building on his “Bright Spots’”
  30. 30. FIVE STEP PROCESS TO MAKE THE CHANGE
  31. 31. STEP #1 FIGURE OUT WHERE YOU ARE • Slow down before you speed up • Analyze your strengths and weaknesses • Ask ‘what is my company really good at ?’ A study by Economist intelligence Unit 312 companies: Companies that paused at strategic moments had 40% HIGHER SALES 52% HIGHER PROFITS
  32. 32. What would you say first ? Innovation Readiness Scores Try the “Appreciations method...” 90% of managers would start the talk about customer focus… Try instead “The Appreciations Method” Developed by Jay O’Callahan world leading story telling trainer… Step #1 Everyone says one positive thing first Step #2 Then talk and appreciate the positives Step #3 See if that is enough Then (if you really need to) go into the negatives
  33. 33. “The first step to improving anything, is to know where you are currently at.” Jerry Bruckner
  34. 34. STEP #2 UNDERSTAND HOW YOU GOT THERE • Why are you good at what you’re good at? • Find out the ‘root cause’ 90% of Leaders think a good strategy has an impact on business success, but barely 25% of them have a strategy Strategy starts with understanding
  35. 35. 5 Whys #1 Why are trains in Geneva always on time Because they never leave late (they have time to arrive on time) #2 Why do they never leave late Because they value punctuality more than speed #3 Why do they value punctuality more than speed Because the Swiss would rather know they will arrive in 32 minutes than sometimes arrive in 26 or 45 minutes #4 Why are they willing to accept longer travel times They sell, people expect and employees deliver reliability instead of speed Root Cause : Expectations drive delivery
  36. 36. Good explanations look simple, afterwards…
  37. 37. STEP #3 DECIDE WHERE YOU WANT TO GO • Clear decisions about what you want and what you don’t want • Why it is important • Some guidance on how to get there Only 55% of the middle managers can name even one of their company’s top five priorities
  38. 38. “Wendy’s Mission is to deliver superior quality products and services for our customers and communities through leadership, innovation and partnerships.” POWER OF THE MISSION STATEMENT
  39. 39. SETTING COMMANDERS INTENT HOW DO YOU KNOW YOU GOT IT RIGHT? 1. Find a ‘purpose’ (the story) for the organization 2. What do you want 3. What don’t you want YOUR TEAMS WILL KNOW WHAT TO DO WITHOUT ASKING
  40. 40. Healthy Fast Food
  41. 41. Our tool... True North
  42. 42. “Wendy’s Mission is to deliver superior quality products and services for our customers and communities through leadership, innovation and partnerships.” Do people know what to do next? TRUE Truly Simple Healthy Fast Food N Narrative. Why it is important (the story) When consumers are looking for ordinary fast food they have lots of choices; Wendys needs to be the choice for healthy fast food O Objective Better and healthier food that consumers notice is healthier and better. And they will talk about it R Restrictions: We are not interested in Being classfied as a health food place. For many health food = no food T Tactical Constraints: The margin needs to be the same as before H Here is the place to start See Subways: Jared Campaign
  43. 43. STEP #4 MOVE FROM TALK TO EXECUTION • Build a sense of urgency • Set deadlines and make decisions • Eliminate gap between talk and execution “Strategy without execution is hallucination!” Mike Roach, the CEO of CGI
  44. 44. MAKING TOUGH DECISIONS “Deciding what not to do is as important as deciding what to do.”
  45. 45. STEP #5 KEEP ON DOING IT! • Follow up on ‘Key Objectives’ • Set weekly targets • Being consistent and make sure everyone else is consistent too Only 16% of top leaders claim they can keep their company on track in executing its strategy Source: Capgemini CEO Study 2015
  46. 46. What is the most important is not the system, but the commitment... METHOD SCRUM AGILE INNOVATION ENGINEERING PRIORITY SETTING Highest opportunity first POCs Highest opportunity first POCs Biggest Risk first Learning Cycles LEAD Scrum Master + Project owner Project Lead Black Belt + Project Owner FREQ. Daily + Weekly Weekly Weekly PROJECT LENGTH 3-12 months 3-12 months 1-3 months What are you willing to do every single day, or week?
  47. 47. What does commitment look like ? Objectives Process Alignment A new business / business model in 12 weeks A weekly learning cycle every week for 10 weeks A 2-day management meeting to agree «what and why» Plus basic training: How to build ideas/ the importance of systems Alignment Every Monday… what are we going to do this week Build ideas Every Friday… a brain-storming session (with new external people) Communicate Check Real-time research External experts to validate/ give feedback on all ideas Systems Identify death threats/ work on death threats Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting 2 weeks 10 weeks
  48. 48. “The secret of success is consistency of purpose” - Benjamin Disraeli
  49. 49. WHAT WE CAN PROMISE YOU
  50. 50. IF I DO THIS THIS WILL HAPPEN Say positive things as often as negative things People will feel more appreciated, more motivated and achieve more Discover the strengths of individuals You’ll have people doing what they do best Remove a lot of the negative feedback Employee motivation will increase If you can show a «Bright Spot» focus People will be more ready to fix weak spots. Go forward deliberately, step by step And you will be able to make big things happen Be more positive And you will have more fun at work
  51. 51. A bright spots focus needs to be sincere and meaningful
  52. 52. “You don’t sweat much for a Fat Guy “ is not a bright spots focus …
  53. 53. YOU WILL GET IT WRONG?!
  54. 54. CASE STUDY
  55. 55. IMAGINE YOU’RE THE DIRECTOR OF OPERATIONS AT BELGIAN RAIL
  56. 56. Your goal Using just bright spots, put together a briefing for work to do over 1-month to improve on time reliability (no fixing issues)
  57. 57. HOW ARE THINGS GOING TODAY… Areas for improvement • Cities trains run late • Country trains run late • Strikes all over the country • High failure rates on city trains • Overdue maintenance Bright spots • Long-run trains run on time • Safety rules (last minutes entries being respected) • Pride that people are doing something important • Some areas where reliability above European averages
  58. 58. Working in Groups 15 minutes Planning Talk: What are the bright spots The basics (NORT) Focus on (H) bright spots 1 minute presentation TRUE Truly Simple NMBS on time N Narrative. Why it is important (the story) The frustration and insecurity caused by late trains keeps many people from using the Train O Objective Change on-time rates and consumer perpections R Restrictions: We are not interested in T Tactical Constraints: H Here is the place to start
  59. 59. WHAT TO DO TOMORROW?
  60. 60. Now is the time for action! As we said earlier… you can do this alone and it is simple… But simple doesn’t mean easy. If you would like help, or would you like to learn more about our 5 stage program which any company can finish in 1 week
  61. 61. Structured Hypothesis testing Alignment Assessments System analysis Workshop Timing Monday / Tuesday Tuesday - Thursday Friday Objectives Where is your organization Test Hypotheses from survey Share results (Benchmarking) Understand key organizational Put objectives into stories What is working well drivers Agree on prriorites and Build further insight action steps Methods A survey with follow-up interviews Systems Analysis Pre-workshop preparation 4-10 participants Structured Interviews and agreements with management Appreciative inquiry A half day workshop Deliverables Benchmarks Result of hypothesis testing Organizational alignment Bright Spots Recommendations for 6 True North Cards First Hypotheses 1. what to build on 2. what to fix Agreement on 6 action steps 5 days to success
  62. 62. How we do it ... o We build the right team for your company o A bright spots expert o An industry expert o A wild-card o We get management buy-in up-front and if a small company help find a way to pay for things (KMO portfolio support) o We get your team to commit to timings and to do something o We follow-up to make sure you have done something
  63. 63. “Somewhere in your organization, groups of people are already doing things differently and better. To create lasting change, find these areas of positive deviance and fan the flames.” —Richard Pascale & Jerry Sternin, “Your Company’s Secret Change Agents,” HBR
  64. 64. If you think something is good, say it…
  65. 65. Show me the numbers Positive feedback delivers more Samples positive: “I agree with that,” for instance, or “That’s a terrific idea” Negative comments: “I don’t agree with you” “We shouldn’t even consider doing that”
  66. 66. THANK YOU

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