5. What are its fundamental aspects?
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6. 6
Two Aspects of Change
Both perception and reality need to change in dynamic equilibrium
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7. The Dynamic Dance
• Change involves two
aspects :
– Reality
– Perception
• Constant Refresh
• Speed has to match
• Dynamic to-and-fro
7
We will be doing this dynamic dance for the rest of the session!
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10. OODA in Business (Plan-Do-Check-Act)
Where you implement
your decision. You
then cycle back to the
Observe stage, as you
judge the effects of
your action.
This is where actions
influence the rest of
the cycle, and it's
important to keep
learning from what
you, and your
opponents, are doing.
Act
Decisions are really
your best guesses,
based on the
observations you've
made and the
orientation you're
using.
Fluid works-in-
progress. As new
suggestions keep
arriving, these can
trigger changes to
your decisions and
subsequent actions –
Decide
Cultural traditions
Genetic heritage
The ability to analyze
and synthesize
Previous experience
New information
coming in.
Orient
What's happening in
the environment that
directly affects me?
What's happening
that indirectly affects
me?
What's happening
that may have residual
affects later on?
Were my predictions
accurate?
Are there any areas
where prediction and
reality differ
significantly?
Observe
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11. Agenda for the Day
• Flashback: Genesis & History
– Manufacturing & Automobile Industry
• Future: Innovation & Change Management
– What next for Automobiles?
• The Essence of Agility
– Introducing a Framework
• Change & Operational Excellence
– My 10 Mantras
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12. “Those who cannot remember
the past are condemned to
repeat it.” - George Santayana,
Philosopher, essayist, poet & novelist
1863 - 1952
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13. The Rise of Manufacturing
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24. What is Innovation?
Invention Innovation
(Novelty + Value)
Product/ Service
Technology
Production/ Process
Markets/ Channels
Business Model
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• Incremental
• Radical/ Breakthrough
• Open
• Disruptive
{
25. What is ‘more’ innovation?
What criteria would you use to judge if something
is more (or less) innovative?
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26. US Automobile Industry: What Next?
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0
1
2
3
4
5
6
7
8
9
10
11
12
1900
1903
1906
1909
1912
1915
1918
1921
1924
1927
1930
1933
1936
1939
1942
1945
1948
1951
1954
1957
1960
1963
1966
1969
1972
1975
1978
1981
1984
1987
1990
1993
1996
1999
2002
2005
2008
2011
Millions
US Automobile SalesSource: WardsAuto, OICA for data, Womack (2008) & Author
Assembly Line
Mass Production
Flexible Mass
Production
Toyota Production
Systems
Platformization
?
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39. What we covered?
Agility Domain
From Outside to
Inside
(Understanding)
From Inside to
Outside
(Enactment)
Contextual
Agility
Situational
Awareness
Sense of Purpose
Stakeholder
Agility
Stakeholder
Understanding
Power Style
Creative Agility
Connective
Awareness
Reflective Action
Self-Leadership
Agility
Self Awareness
Developmental
Motivation
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44. Operationalizing Change (1)
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“A company that finds itself in a more-
than-good-enough circumstance simply
can’t win: Either disruption will steal its
markets, or commoditization will steal its
profits.”
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50. Operationalizing Change (4)
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“To me, ideas are worth nothing
unless executed. They are just a
multiplier.
Execution is worth millions.”
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64. Operationalizing Change Mantras
1. Prepare for it!
2. Experiment. Experiment.
Experiment!
3. Go Small. Grow Big!
4. Execution is Everything
5. Collaborate or Perish
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6. Improvise. Adapt.
Overcome.
7. Keep it Simple!
8. Glamorize Achievements
“Business of Business is People”
9. Repeat consistently
10. Data is the Lens, Not the
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