Escape velocity engineering the organizational transformation May ,24,2013

Friday, May 24, 2013 dr.sarma 1

Agenda
 Context
 Power of Positive Vision
 Critical Conversations
 Personal Drive
 Escape Velocity
Wish to acknowledge the great works of Geoffrey Moore
And 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

Bybringinginside-outleadershipinto
balancewithoutsideinmarketpressure,
fostering changeincriticalecapabilitiesand
building sharedVision,
alignmentandcommitment.Becomespossible
withsufficientescapevelocity
Without thehumansideofthe
equation,effortstoimplement changestrategy
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 either
Market Crisis-occurs at any time
Organizational Crisis – shrinking margins
lower Growth
Page 13Friday, May 24, 2013 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 team
6. 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
Page 16Friday, May 24, 2013 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 contexts
Learning how to use small changes to create large effects
Living with continuous transformation and emergent order as a
natural state of affairs
Being 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 do
make choice about painful changes
http://www.youtube.com/watch?v=J65MycJKwgw&NR=1&featu
re=fvwp

The call to make ?
Who will make a call?
Whether the push is from

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 Action
Give 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

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
Page 34Friday, May 24, 2013

dr.sarma Page 36Friday, May 24, 2013

Can we see the future

Org life pattern

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

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‘.

Central to good human life and career

7 Principles of Aretians

Words of Wisdom
dr.sarma Page 46Friday, May 24, 2013 Page 46Friday, May 24, 2013 Saama Confidential

Execution model
initiation 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
champions
Engineering
new products
Vision
community
Marketing HR
branding
Operations
mgt
Strategic key
men
financials

7 Dimensions of Armored Employee
dr.sarma Page 48Friday, May 24, 2013 Page 48Confidential
Armored
employee
financial
Account
managt
Strategy
Admin
Mgmt
Delivery
Mgmt
People
Mgmt
Engineering
and
innovation

dr.sarma Page 49Friday, May 24, 2013 Page 49Friday, May 24, 2013 Saama Confidential
 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
Lo
Lo Hi
Capability
(Knowledge,Experience,MarketPosition)
“Specialized”
Short / Medium-Term Player; Maybe
Marginalized in Medium-Term
Long-Term Winners
“Highly Diversified super category killer ”
Long-Term Winners
“also ran”
Short / Medium-Term Loser
Slide 50Friday, May 24, 2013
Category killer
Market breadth

Friday, May 24, 2013 51
dr.sarma

July 05th 2012

Escape velocity engineering the organizational transformation May ,24,2013

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