Post on 04-Dec-2014
description
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Mad
e po
ssibl
e by
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Source: Ramon Thomas
data to wisdom
InformationData WisdomInsightKnowledge
Methods ArtScience
Competitiveedge
Training Skilling in life…….Education
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‘…‘…it is not the it is not the strongest that will strongest that will survive, nor the survive, nor the cleverest, but cleverest, but those that can those that can adapt the quickest adapt the quickest to change.to change.……’’
Charles DarwinCharles Darwin
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• A challenge:
““We are here today to create our own We are here today to create our own entrepreneurial projectentrepreneurial project””
• Many viewpoints on it• The vital few• Enlightening• Many solutions• Focused action steps• Prioritize • A workable plan
What
How
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CEOInbound
Stakeholders
Customer delight
Personnel
Production
Outbound
Energy
Measurement
Market
Networks
A sound business
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Innovation typesM
arke
t ce
rtai
nty
low
high
Difficulty
HighLow
Our focus
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a creative person
• Seek opportunities• Tolerant• Flexible• Take risks• Motivated• Committed• Experienced• Sensitive to problems
It is a choice!!!
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For nowYou have 15 minutesBe alonePrepare 1 minute intro against metaphorDesign business card 10 years henceWish, fear and wonder focussing on our
challenge
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Suite 21Executive DeckQueen Mary II
www.mrbeanlookalike.org.ti
email: vds.brink@masterloafer.co.ti
Tel: Iridium (only sporadic) A340-747
Laidback IncVDS Brink D.Phil (hc)
Orator, Philosopher, Loafer, Philanthropist
“ I bring people together…”
And some fun…
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Three wishesWrite large on A5 sheet readable over 3 meters
One wish, fear, amazed per sheet
Be specific, realistic, clear
I wish my project will be about…
I fear that…
I am amazed that…
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in a new world the winners will:
Thomas Friedman: “The Earth is Flat”
• Work together
• Put together
• Show them how
• Do it different
• Apply it different
• Do it locally
• Care for the Earth
• Put myself in your shoes
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Nonsensical buzzwords…..
“…senior executives of the XYZ Resources group of employers (hereinafter referred to as the organisation), met with their respective colleagues and unanimously agreed that it is imperative that the future sustainability of the organisation in an increasingly adverse macro economic environment must be secured…..”
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Nonsensical buzzwords…..
Bullfighter by Deloittes, CLS legal firm
cutting edge
paradigm shift
…….… ware
empowerment
alignmentstrategic
synergy
extensible
viz ’a viz…inter alia…ad hoc.
re-engineering
visionary
convergenceglobally
transformation
transparency
leverage
best practice
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Doing…towards change
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…the right stuff
… things right
…the right things better
…do away with things
…do what others do
…do what nobody does
……do the impossibledo the impossibleRolf Smith, 1997, 7 levels of Change
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in a new world…• strategy is living
• quantum leaps
• destruct frequently
• everything a project
• do only stuff we are great in
• cut sideshows
• top issue: cross boundary comms
• high touch
• female think
• all work in cross functional teams
• fire turf kings
• musical chairsTom Peters: Re-Imagine
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to be world class…
adapted from Sunter, 2003
• passion for what we do
• be different and unique
• collect a top team
• study global practice
• never give up on innovation
• radar system to pick up opportunities
• be ethical to all
World class
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Soul
Body
Social
WealthFamily
Meaningfull Work
A full life is about...
Mind
J Demathini: How to be a millionaire and still go to Heaven
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ethics legal?
a code of ethics?
a shoosher?
what would my mother say?
corporate policy?
rights infringe?
avoid responsibility?
duties conflict?
is it good for the group?Hanno Olinger
and if
every
body knows a
bout it?
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Just do it!!
Have fun
Be bold
Challenge yourself
Be on your feet
Live in the moment
Value people
Respect them
Do some good
For today..and tomorrow onwards..Think, act differently
For today..and tomorrow onwards..Think, act differently
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Chronicles of Narnia
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Generic needsWe:
do not want to be hurtam part of the groupam worth somethingdo worthwhile thingswant to learn want beauty , orderwant to sharewant you to care for mebelieve in a higher powerwant to do great thingsam angry, want to forgiveam better than othersam boredam afraid of love to laugh, have fun
H MCarthy: Motivating your Audience
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www.corvus.co.za
2424adapted from Geldenhuys 2007
Informed
Active
4 people typesUninformed
Lazy
Passengers
Destroyers
The Wise
Go-getters
25Pretoria News
Pavarotti
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core competency
Hamel & Prahalad, 1991
• access to variety of markets
• great contribution to customers
• difficult to imitate
a bundle of capabilities
“Core competence does not diminish with use. Unlike physical assets,
which do deteriorate over time, competencies are enhanced as they
are applied and shared.”
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Income and mindset
Employee
R Kiyosaki, 2003, Cash flow Quadrant
Selling hours
Own Business
Investor
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SYNERGY TAKE THAT OFFLINE
STRATEGIC FIT
AT THE END OF THE DAY
GAP ANALYSIS
BEST PRACTICE
THE BOTTOM
LINE
CORE BUSINESS
LESSONS LEARNT TOUCH BASE
REVISIT GAME PLAN BANDWIDTH HARDBALL OUT OF THE LOOP
GO THE EXTRA MILE BENCHMARK THE BIG
PICTUREVALUE-ADDED
MOVERS AND
SHAKERS
BALL PARKPROACTIVE
NOT REACTIVE
WIN-WIN SITUATION
THINK OUTSIDE THE BOX
FAST TRACK RESULTS-DRIVEN
EMPOWER EMPLOYEES NO BLAME
STRETCH THE
ENVELOPE
KNOWLEDGE E BASE
RESULTS-DRIVEN
TOTAL QUALITY
SLIPPERY SLIDE
TICKS IN BOXES MINDSET KNOCK-ON
EFFECTPUT THIS
ONE TO BEDCLIENT-
FOCUSEDQUALITY-DRIVEN
MOVE THE GOAL POSTS
Do you keep falling asleep in meetings? Here is something to change all of that.
BUZZ WORD BINGOHow to play: Simply tick off 5 BUZZ WORDS on one meeting and shout of BINGO!
It’s that easy!
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a business plan process
Purpose
Relationships
Capabilities
Choose a strategy
Theory
Plan
Process
Organize for success
Scenarios
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I can be the best in the world
+
==
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strategic success
Success is based on an effective match between the external relationships and its own distinctive capabilities. (Kay, 1993)
Your most dangerous competitors are those that are most like you. The differences between you and your competitors are the basis of your advantage.
(Henderson, 1989)
Types Of Differentiation Strategy
•Price•Image•Support•Design•Quality•Non-Differentiated
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Mitroff
‘…formulate as many options as possible; then realistically tackle those that are achievable’
Clem Sunter
“…most serious errors in management can be traced to solving the wrong problems precisely…’
- Ian Mitroff
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• Know where the soloist is
• The soloist listens and build on group
• Know the rules and when to break it
• Experiment in the band by changing structure
• Overblow your clarinet / sax sometimes
• Expect smashes, recover and move on
• Do not repeat the same solo, improvise on the known
M Holesberger 2005
Blues model:the edge of chaos
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winning in the future
Better DifferentDifferentSmaller
Hamel and Prahalad, Competing for the future, 1994, HBS press
CompetitivenessCompetitiveness