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Presented By:

Nuraslina Zainal Abidin

Group Managing Director

Genaxis

nuraslina@genaxis.com.my

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Our Business – The Life of The Trapeze I spend my life hanging on for dear life

to my trapeze-bar-of-the-moment. It

carries me along at a certain steady rate

of swing and I have the feeling that I'm

in control of the act.

Every once in a while as I'm merrily (swinging

along, I look out ahead of me into the distance

and I see another trapeze bar swinging toward

me.

It's empty and I know, in that place in me that

knows, that this new trapeze bar has my name

on it. It is my next step, my growth, my

aliveness coming to get me.

In my heart of hearts I know that, for me to

grow, I must release my grip on this present,

well-known bar and move to the new one.

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Each time, I am filled with terror. I

am each time afraid that I will miss,

that I will be crushed on unseen

rocks in the bottomless chasm

between bars.

I do it anyway. Perhaps this is the

essence of what the mystics call

the faith experience.

No guarantees, no net, no

insurance policy, but you do it

anyway because somehow to keep

hanging on to that old bar is no

longer on the list of alternatives.

Transformation of fear may have

nothing to do with making fear go

away, but rather with giving ourselves

permission to "hang out" in the

transition between trapezes.

Transforming our need to grab that

new bar, any bar, is allowing

ourselves to dwell in the only place

where change really happens.

It can be terrifying. It can also be

enlightening in the true sense of the

word. Hurtling through the void, we

just may learn how to fly.

From the book Warriors of the Heart by Danaan Parry.

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TRANSFORMATIONAL ORGANIZATION – WHO ARE THEY?

From a mineral, they began

selling sandpaper, then

masking tape, then “Scotch

Tape”, and today they sell

over 55,000 different products

including everything from car

care products to touch

screens.

Founded in 1892 by David

Abercrombie and Ezra H.

Fitch, Abercrombie & Fitch

started as a sporting goods

shop and outfitter. Now a

clothing company with

international chains

Colgate was originally

founded in 1806 by a

soap and candle maker

named William Colgate.

They started by selling

soap, candles, and

starch. Now into

personal dental hygiene

Apple and Google the two most innovative companies. Apple has held

the op spot since 2005.

Source: Innovation 2010, BCG

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APPLE’s Innovation Takeaways

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• Build Products that are cool, intuitive, simple to use and

provide the most amazing experience

• Take calculated risks and boldly enter new markets. E.g.

iPod, iPhone

• Change the playing field by creating new business models.

E.g. iTunes. Capture the changing landscape and

ecosystem of the markets and buyers

• Grow the market share with buyers as they grow and their

needs grow from kids, teenagers, young adults, adults,

parents....

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Alison Lewis

Creative Innovator

Switch Craft

An illuminated wedding dress and RFID

teacups that can control videos are just two

of Alison Lewis's tech-infused DIY projects

• 21 female Fortune 500 CEOs

• 4.2% of the chiefs of fortune 500 companies

• Highest record ever • No longer in retail,

cosmetic or consumer based

• Concurring technology, O&G i.e HP, Yahoo, IBM, Lockheed Martin.

HOW THEY GO ABOUT DOING IT?

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THE FORMULA = EFFECTIVENESS X CHANGE READINESS

Effectiveness is a function of:

• CORE VALUES THAT IS SHARED AND EMBRACED

• PRODUCTION MAXIMIZATION, COST MINIMALIZATION,

TECHNOLOGICAL EXCELLENCE

• CLEAR AUTHORITY AND DISCIPLINE WITHIN AN

ORGANIZATION

• PRODUCTIVITY RESULTING FROM EMPLOYEE

SATISFACTION

TRANSFORMATIONAL

ORGANIZATION

ABILITY TO CONSTANTLY: • MEET ORGANIZATIONAL OBJECTIVES, • MEET PREVAILING SOCIETAL EXPECTATIONS IN

THE NEAR FUTURE, • ADAPT AND GROW IN THE INTERMEDIATE FUTURE,

AND • SURVIVE IN THE DISTANT FUTURE

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NEAR

FUTURE

INTERMEDIATE

FUTURE

DISTANT

FUTURE TIME

DIMENSION

Approx.

1 year

Approx.

4- 5 years

EFFECTIVENESS

CRITERIA

Your company

must be: 1. EFFECTIVE in

accomplishing its

purpose(s)

2. EFFICIENT in the

acquisition and use

of scarce resources

3. A SOURCE OF

SATISFACTION

to its owners,

employees,

customers and

clients, and

society.

Your company

must be: 4. ADAPTIVE to

new opportunities

and obstacles

5. CAPABLE OF

DEVELOPING

the ability of its

members and of

itself

Your company

must be: 6. CAPABLE OF

SURVIVAL in

a world of

uncertainties.

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Approx.

2- 3 years

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Creativity begins with asking questions… Innovation happens when you find answers… No questions, no answer…

More questions, better answer.

THE BALANCING ACT OF THE 2 DIMENSIONS

Focus: whether dominant values concern issues that are

internal to the organization or external to it.

• Internal focus reflects management concern for well-being and efficiency of

employees.

• External focus reflects an emphasis on the well-being of the organization

itself and its“fit” with its environment.

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Structure: whether stability versus flexibility is the dominant

structural consideration.

• Stability reflects a management value for efficiency and top-

down control,

• flexibility represents a management value for learning and

change.

Effectiveness Quadrant

Structure Flexibility

Control

Focus Internal External

I II

III IV

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Human Relations Model Open Systems Model

Internal Process Model Rational Goal Model

Human Relations Model – internal Focus and flexible

structure.

• Management concern is on the development of

human resources.

• Employees are given opportunities for autonomy

and development.

• Management works toward sub-goals of cohesion,

morale, and training opportunities.

• Organizations using this are more concerned with

employees than the environment.

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Quadrant I

Quadrant II

Open Systems Model – Combination of external focus

and flexible structure.

• Management’s goals are primarily growth and

resource acquisition.

• Sub-goals are flexibility, readiness, and positive

evaluation by the external environment.

• Dominant value is establishing a good relationship

with the external environment to grow and acquire

resources.

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Quadrant III

Internal Process Model – Reflects the values of

internal focus and structural control.

• Seeks a stable organizational setting that

maintains itself in an orderly way.

• Well established in environment and just wish to

keep their current position.

• Sub-goals include mechanisms for efficient

communication, information management, and

decision-making.

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Quadrant IV

Rational Goal Model – Reflects Management values

of structural control and external focus.

• Primary goals are productivity, efficiency, and

profit.

• Organization wants to achieve output goals in a

controlled way.

• Sub-goals include internal planning and goal-

setting, which are rational management tools.

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IT’S A

The idea of trying to characterize a whole

organization as

totally effective or ineffective is TRICKY. In any

company

there may be parts of the company that function

well and suggest effectiveness while other aspects of

that same organization perform poorly.

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It’s a balancing act……

The idea is to

strike a

BALANCE in

our every move!

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