Leading The Resilient Organisation
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Transcript of Leading The Resilient Organisation
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Leading the resilient organisation
Achieving results whatever the conditions
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Leading the resilient organisation
• Characteristics of resilient organisations• Creating a resilient organisational climate• Implications for leaders
• Workshop format– Case study format– Your own organisation
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Characteristics of resilient organisations
• Define :-– What is “resilience”? What makes someone
“resilient”?– What do you mean by “achieving results”? Do you
adjust the expected “results”?– What do you mean by “Leadership”?
• How is your definition affected by changing conditions?
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Some studies
• Tom Peters (In Search of Excellence, Thriving on Chaos)
• Jim Collins (Good to Great)• John Kotter (Leading Change)
• In Search of Excellence (1979) - 9 of 62• Good to Great (2001) – 4 of 11
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In Search of Folly
• Barbara Tuchman
– “Three outstanding attitudes are persistent aspects of folly –• Obliviousness to the growing disaffection of
constituents• Primacy of self-aggrandizement• And the illusion of invulnerable status”
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“How Resilience Works”Diane L Coutu
• Why do some people and some companies buckle under pressure?
• What makes others bend and ultimately come back?
• Facing Down Reality• The Search for Meaning (Values)• Ritualized Ingenuity
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Characteristics of resilient organisations
Non-resilient Attitudes Resilient Attitudes
•Oblivious to the views of customers and stakeholders
•Culture of looking for self-aggrandizing success
•Considering oneself “invincible”
•Ability to face down reality
•Ability to see meaning and impose core values
•Ritualising Innovation
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Tom Peters
• In Search of Excellence (1979)
1. A bias for action2. Close to the customer3. Autonomy and entrepreneurship4. Productivity through people5. Hands on value driven6. Stick to the knitting7. Simple form, lean staff8. Simultaneous loose-tight
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Tom Peters
• Thriving on Chaos (1987)
1. Total customer responsiveness2. Fast paced innovation3. Flexibility by empowering people4. Leadership at all levels5. Systems that can handle chaos
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Jim Collins
• Good to Great
1. “Level 5” Leadership2. First who, then what3. Confront the brutal facts4. Hedgehog concept5. Culture of discipline6. Technology accelerators
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Characteristics of the resilient organisation
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Bear Sterns
• What characteristics did it have?• What characteristics did it NOT have?
• What would you have done to build resilience in Bear Sterns in the 1990’s?
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Creating a resilient organisational climate
• Confront the brutal facts!• Understand the process of large scale change
implementation• Implement change
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Leading Change
• John Kotter 1996• 8 Steps to successful change implementation
1. Establish a sense of urgency2. Create a Guiding Coalition3. Develop a Vision and Strategy4. Communicate the Change Vision5. Empower employees for broad-based action6. Generate short-term wins7. Consolidate gains and produce more change8. Anchor new approaches in culture
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Nissan’s SWOT – Facing the brutal facts
• Internal Strengths and Weaknesses• External Opportunities and Threats
• What are they?– Simple analytical tool looking at Strengths,
Weaknesses, Opportunities and Threats through several defined perspectives
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Nissan’s “SW’s” at 1999Organisation’s Strengths Organisation’s
WeaknessesIn Operations
In Customer Orientation
In Management & Governance
In Finances
In HR Practices
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Nissan’s “OT’s” at 1999External Forces and Trends Opportunity or Threat?
In the area of politics
In the economic arena
In the social, demographic context
In technology & the environment
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Nissan’s SWOT at 1999Strengths Weaknesses
Opportunities Threats
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Nissan’s Change Initiatives• What did Ghosn do in each of the 8 steps?
1. Establish a sense of urgency2. Create a Guiding Coalition3. Develop a Vision and Strategy4. Communicate the Change Vision5. Empower employees for broad-based action6. Generate short-term wins7. Consolidate gains and produce more change8. Anchor new approaches in culture
• What else could he have done in implementing change?
• What could he have done differently?
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Your Organisation – The Start
• How would you:-
– Create a sense of urgency?– Who would you have in your Guiding Coalition?– How would you develop your Vision and Strategy?– How many ways can you communicate the
Change Vision?
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Your Organisation – Change Ideas
• How can you empower for broad-based action?
• What easy wins can you aim for first?• What is the next “tranche” of wins to target?• How can you anchor new approaches in
culture?
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Your Organisation – The Change Picture
Ideas:
Ideas:
Ideas:Ideas:
Ideas:
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Implications for Leadership
• So, what are the implications for Leadership?
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Implications for Leadership• Communication, communication, communication– Skills, Vehicles, Disciplined time
• Leadership v Management– Level 5?
• Focus: Vision and Strategy– Hedgehog or Fox?
• Core Values– Role Modelling
• People– Assets, skills, or costs?
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Leading the resilient organisation
• Identified characteristics of a resilient organisation
• Tools and models to create a corporate culture that builds in resilience
• Identified implications for Leaders
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Leading the resilient organisation
• What now?
– Review the models and the work you have done on Your Organisation
– Work on the Vision and Core Values of Your Organisation
– Plan for and implement change