ROCKY MOUNTAIN LEADERS Value creation often conceptualized as taking place in a value chain. However, value creation can also take place through other value configurations i.e. value shops and value network. Whereas, value chain sees value creation as taking place in a linear and sequential set of activities, value shop takes place in an intensive, iterative and reciprocal process  Value chain produces highly standardized products but value shops produces customized solutions  Value shops are problem centric and more common in service industry.

CORE COMPETENCES Current core competences centers around ability to provide training solution Future core competences should include developing solutions to enhance organizational responsiveness There is a migration from focus on individual responsiveness to organizational responsiveness. Strength needed for future business approach more complex  Also requires new core competences and processes.

CURRENT CORE COMPETENCES Delivering training solution Perform training need assessment. Manage training delivery. Manage training logistics. Core competence Capabilities Routine 1: Negotiate TOR Routine 2: Assessment of learning issues to be resolved. Routine 1: Content development Routine 2: Activity planning Routines Routine 1: Site and facilities preparation. Routine 2: Prepare supplies and rations. Routine 3: Training evaluation and debriefing. Routine 3: Solution costing and pricing.

NEW CORE COMPETENCE Delivering organizational design solution Diagnosing organizational problem. Strategizing change management intervention. Institutionalizing change. Core competence Capabilities Routine 1: Identifying solutioning goals and current barriers to responsiveness Routine 2: Change readiness assessment. Routine 1: Organizational redesign procedure. Routine 2: Aligning behavioural levers Routines Routine 1: Formalize new policies and SOPs. Routine 2: Exiting process. Routine 3: Develop template change communication Routine 3: Identify new competence model. Routine 4: Develop template for competence development masterplan Routine 4: Solution costing and pricing.

FRAMEWORK FOR HIGH INVOLVEMENT Intuition Interpretation Integration Institutionalization Essence of high involvement is to enable better Organizational Learning Individual level Group level Functional level Organizational level Sense making, assessment, refinement and filter of ideas. Reassessment of existing processes and SOPs Perception of problem and opportunity Strategic reassessment. Policy change and implementation. Personal performance decision Group performance decision Process performance decision System performance decision

MANAGING HIGH INVOLVEMENT Set clear goals to maintain focus  Make discussion problem centric Set timeline for discussion and feedback Establish mechanism for sharing of ideas and Integration and Institutionalization  Set protocol for discussion  Develop a culture supportive of open communication and open to critical ideas Create groups for generating ideas  Nature of group depends on goals and nature of problem Provide recognition and reward  Hold leaders accountable for learning