Beyond Success
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Transcript of Beyond Success
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© 1995, Glocal Vantage, Inc. 1
Beyond Success
Insights Into Leadership
Donna C. L. Prestwood
&
Paul A. Schumann, Jr.
Glocal Vantage, Inc.
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© 1995, Glocal Vantage, Inc. 2
Topics
ChangeCompetitive AdvantageLeadership Purpose
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© 1995, Glocal Vantage, Inc. 3
Change Is a Constant
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Organizations at a Crossroads
Organization
Social
Political
Economic
DemographicScientific
Driving Forces for Change
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© 1995, Glocal Vantage, Inc. 5
Social Driving Forces
The Gap Between Education and Preparedness for Today’s Work and Life
The Use and Abuse of DrugsWhat Constitutes a Family?Redefinition of Roles: Women
& MenThe Emergence of Alternative
Means of Dealing With Life Issues
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© 1995, Glocal Vantage, Inc. 6
I’m OK, You’re Not OK
Source: Austin American Statesman, 11/21/94
75% Said That They Are Living Up To Their Commitments
80% Said That They Are Able To Meet Their Workplace Commitments
But, 90% Said That Others Are Not
But, 35% Said That Their Co-workers Are Not
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© 1995, Glocal Vantage, Inc. 7
Political Driving Forces
War & PeaceTribalism & GlobalismNationalism & RegionalismRight & LeftOne Person & One VoteChecks & BalancesEconomic States & Governance
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© 1995, Glocal Vantage, Inc. 8
Economic Driving Forces
The Deficit & InflationTrading AlliancesThe Emergence of the New
EconomiesRedefining CapitalThe New Business Economy
– The Electronic Cottage– The Growth of Small Businesses– Downsizing &
Mergers/Acquisitions
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© 1995, Glocal Vantage, Inc. 9
Scientific Driving Forces
Reduction in Defense Related Research
Reduction in R&D Dual Use Technology & Technology
Transfer Diffusion of Scientific Concepts Into
Society– Quantum Theory
– Systems Theory
– Chaos Theory
– Ecology
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Demographic Driving Forces
ImmigrationDiversityThe Graying of AmericaThe New GeographyOur Neighbors
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A New World of Work
0
10
20
30
40
50
60
20 40 60 80
Blue Collar
White Collar
Year (1900’s)
Per
cen
t of
Wor
k F
orce
Source: Fortune 6/27/94
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© 1995, Glocal Vantage, Inc. 12
US Work Force Distribution
Source: Future Forces
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Workers and the Workforce
Past Present Future
1900’s - 85% ofworkers in agriculture
3%
1950’s - 73% of workers in production
15%
67% in service sector
44% in information work
1960’s - 50% of all workers
in industrialized countries
in production,Robots introduced
12-16%
Companies spend more on computing & communication equipment than industrial, mining,farm and construction combined
1980 - 20,000,000 contingent workforce
45,000,000 <50% of work in conventional, full time
jobs
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© 1995, Glocal Vantage, Inc. 14
Information and Computers
Past Present(1994)
Future
More information produced in the
last 50 years than the
previous 5,000
Weekday edition of New York Times
contains more information than
average person in 17th century England had
Information supply doubles every 5 years
1944 - ENIAC Intel 486
Space - 18 wheel trailerWeight - 17 cars
Power - 140,000 wattsMIPS - .005
Price
Size of a dimeLess than a packet of sugar
2 watts54
8,000 times less expensive than it was 30 years ago
Number of components on a chip doubles every
18 months
Power decreases 30% per year
MIPS is doubling every 18 months
1982 - 32,000 robots in US
20,000,000
The sum total of all human knowledge amassed throughout history is only one
percent of the information that
will be available to us by 2050
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Shifting Perspectives of Work
Where Has All the Order Gone? People Will Not Be Paid to Watch
Other People Work Workers Who Only Do a Good
Job Will Be Expendable The End of Regular Hours,
Strictly Prescribed Duties, and Consistent Location
The End of the “Golden Handcuff” Social Contract
The End of the Career Ladder
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© 1995, Glocal Vantage, Inc. 16
Job
DirectionsPolicyProceduresMeasurements
Materials OutputA Job
TasksAssignments
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Acquire Apply
Converse
Work
VisionMissionGoals
Materials
PurposeKnowledgeSkillsAbilities
Innovation
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Working Today
FlexibilityResponsibility InterconnectednessResponsivenessLifelong LearningExpanding CapabilitiesUnfolding Purpose
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Paradigm Progress
NormalProgress
Anomalies
Crisis
Revolution
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The S CurveP
rod
uct
ivit
y
Time
Physical System
Pro
du
ctiv
ity
Time
Human System
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© 1995, Glocal Vantage, Inc. 21
Present Models of Change
The Challenge Reorganization and Restructuring Mergers and Acquisitions Intrapreneurship Quality Flex Teams Down Sizing , Right Sizing and
Reshaping Re-engineering Re-inventing Principle Centered Leadership The Learning Organization
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Organizational Change Model
Needs Meaning
Past Future
Objective/External
Subjective/Internal
Boundaries Exploration
Source: Grant
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Values and Culture
Philosophy
Beliefs
Values
Behavior
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Values in Organizations
People Know How To Behave People Feel Better About What
They DoBetter Decisions Are MadeOrganizations With a Few Key
Market Driven Values, Well Developed, Are More Likely To Be Successful
Organizations That Can Change Values Will Thrive
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Tools for Shaping Values
Walk the TalkTalk the WalkRecognize the Heroes and
HeroinesElevate the PurposeReinforce the Purpose with
Practices, Customs, Story Telling and Myth Building
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Recreating Teams and Organizations
Holographic or Mosaic Integrative or SegmentalExternal or InternalGentle or ViolentOrganic or Mechanical Participative or Directive Interdependent or Independent
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Noise
Data
Knowledge
Wisdom
Information
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Competitive Advantage
Technology Innovation
Vitality Information
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The Real Costs of Information Technology
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© 1995, Glocal Vantage, Inc. 30
Organizational Transformation
Hardware
Software
Training
Organizational Development
Personal Change
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© 1995, Glocal Vantage, Inc. 31
Principles of Innovation
Seek ChangeGain the Vantage PointMotivate FreedomDelight People
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Skill Development
Novice
Advanced Beginner
Competence
Proficiency
Expertise
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Characteristics of Leadership
Introspective Able to Live in the Question Flexible Receptive Vulnerable Open to Transformation Holistic Empathetic Trusting Worthy of Trust Balanced Useful
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Communication & Conversation
Same Shared Different
Same
Shared
Different
Values
Info
rmat
ion
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© 1995, Glocal Vantage, Inc. 35
The Profile of a Leader
Authority is Derived Control is Granted by Consent Connections Provide Information Charisma Emanates From
Commitment Motivation Transcends Self Ethics Reflect Integrity Responsibility Requires
Responsiveness Structure is Situational Strategies are Values Based
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Leading
Ennobling
Enabling
Empowering
Encouraging
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Leading
Ennoble
Enable
Empower
En
cou
rage nergizenjoy
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Building Your Leadership Skills
Hone Your PerceptionsDevelop Your Own VitalityEnjoy the AdventureAccept All GiftsEncourage the Heroic WithinBe Affluent
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Time
Pro
du
ctiv
ity
Self Actualization
Physiological
Safety
Belonging and Love
Esteem
Cognitive
Aesthetic
Transcendence
Needs
Progress
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© 1995, Glocal Vantage, Inc. 41
Glocal Vantage, Inc.
PO Box 161475Austin, TX 78716 (512) 632-6586 [email protected] www.glocalvantage.com http://incollaboration.comTwitter: innovant2003