PACE of CHANGE Can you Cope? John Kunar June 09, 2000 Copyright

Slides:



Advertisements
Similar presentations
Analytical Summary: What have we learned? John Fielden World Bank Consultant.
Advertisements

Accountability in Human Resource Management Dr. Jack J. Phillips.
Jeopardy! Exam Review Questions Chapters ____________ is an asset, competency, skill or knowledge that is controlled and leveraged by a corporation.
E-Leadership- It is all about winning Projective view of running approach.
1 Bulgaria Delegation. 2 Societary evaluation context Globalization Increasing complexity of governance Better governance Global competition Budget deficits.
ADcumen Leadership Development program Workshop 4– Competitive Analysis.
Economic Gardening The Role of Competitive Market Intelligence Michael W. Trahan 25 September 2011.
CORPORATE COURSE LIST “People Make The Difference” 700 N. St. Mary’s St. Suite 1400 San Antonio, TX or
Innovation Systems Research Network MCRI Theme III: Social Inclusion and Civic Engagement David A. Wolfe, Ph.D. Program on Globalization and Regional Innovation.
National IP Strategy as a Basis for Innovation Model Economy Ron Marchant CB FRSA Implementation of National Intellectual Property Strategy and Intellectual.
Entrepreneurship Boot Camp Overview. Why is Entrepreneurial thinking important?
Marketing Strategy and the Marketing Plan
Regional Economic Development. IT’S A CHANGING WORLD: MAJOR TRENDS.
Data On Call: Strategic Plan Deanna Lynch. Introduction  Background  Long Term Objectives  Vision, Mission, and Values  Internal and External Analyses.
LAI / CILIP Joint Conference Workshop A Public Libraries Strategy for Ireland John Dolan & Annette Kelly 11 April 2013.
©2010 FLAT WORLD KNOWLEDGE, INC. 1 Ethics Companies are being held to a higher standard Customers will punish unethical behavior Sustain- ability Consumers.
McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved
K!K SWOT Analysis Template. Introduction Getting to the root of your Unique Selling Proposition (USP) is one of the core elements that will help you build.
Strategic Competitiveness
Strategic Assessment and Plan John J. Sullivan. Introduction any organization can use: for profit, not-for- profit new organization: phases 1 & 2 most.
Copyright © 2013 by John Wiley & Sons, Inc. All Rights Reserved. After reading this chapter, you should be able to: Define and apply strategy as it applies.
Chapter Two Analyzing a Company’s External Environment.
The domestic economy has reached its highest peak in growth and therefore has gone to overflowing that it cannot accept inputs anymore. This is why companies.
McGraw-Hill/Irwin© 2007 The McGraw-Hill Companies, Inc. All rights reserved. 3 3 Chapter Title 15/e PPT Evaluating a Company’s External Environment Screen.
C3 Information Systems, Organizations, and Strategy.
Report from the Trade Union Partnerships Working Group Meeting 23 rd September 2015.
In a small town, there are 2 industries: an electric company and a gas works electric Town gas.
STRENGTHS WEAKNESSES OPPORTUNITIES THREATS.  Advantages of proposition?  Capabilities?  Competitive advantages?  USP's (unique selling points)? 
C3 Information Systems, Organizations, and Strategy.
PLM outside the box: Operational complexity, not product complexity! Pier Manenti | Head of IDC Manufacturing Insights, EMEA.
Ch1-1 Chapter 1 Strategic Management and Strategic Competitiveness Michael A. Hitt R. Duane Ireland Robert E. Hoskisson ©2000 South-Western College Publishing.
1-1 Human Resource Management Gaining a Competitive Advantage Chapter 2 Strategic Human Resource Management McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill.
Michigan State University Global Online. The Structural Analysis of Industries Forces that Determine Industry Profitability Rivalry among current competitors.
Creative Economy Economic Analysis Tools Presentation to: AMO Economic Development Task Force Ministry of Agriculture, Food and Rural Affairs Presented.
By: Namami Borthakur KNOWLEDGE MANAGEMENT. Introduction It includes – Knowledge generated from outside sources. – Organizational values, practices and.
Porter’s Competitive Forces
Strategic Role of HRM Lecture 2.
Chapter 2 Company and Marketing Strategy
MANAGEMENT RICHARD L. DAFT.
ADVANCED STRATEGIC THINKING AND PLANNING
Understanding and Leading Change
Business Strategies in Different Industry and Sectoral Contexts
Chapter 2 Company and Marketing Strategy
Human Resources Management
© John Wiley & Sons Canada, Ltd.
Strategic Initiatives for Implementing Competitive Advantage
BUS662 SMALL BUSINESS CONCEPTUAL ISSUES. Learning Outcome: To conduct environmental analysis and thereby analyse requirements of a strategic Chapter 3:
Teaching Resources and Instructors’ Guidelines
SWOT Strengths Weaknesses Opportunities Threats
Facilitator: Mark Corbin
Business Drivers for Investment
Competing with IT “Using IT as a Strategic Resource and obtaining a competitive advantage.
People Change Management: The Keys to a Successful Project
CUSTOMER RELATIONSHIP MANAGEMENT CONCEPTS AND TECHNOLOGIES
ENERGY SAVING Product Offering
כלי אבחון.
OVERVIEW TO KNOWLEDGE MANAGEMENT AND LEARNING ORGANIZATION.
USAS’ Declining Competing Ability
Why do Companies Invest in Multilingual Content Initiatives?
The marketing environment
Delivering Udderly Ridiculous Service
Introduction to Entrepreneurship
What are YOU good at? We all can say what we are good at, but taking the StrengthsQuest assessment helps you to understand it at a different level and.
KNOWLEDGE MANAGEMENT (KM) Session # 22
THE NRF RESEARCH SUPPORT AGENCY
THE NRF RESEARCH SUPPORT AGENCY
Building Lasting Partnerships
Leveraging Corporate Partnerships
Innovation Initiatives at the Canada School of Public Service
Chapter 4 Learning Objectives
Presentation transcript:

PACE of CHANGE Can you Cope? John Kunar June 09, 2000 Copyright NATO VM3 WORKSHOP PACE of CHANGE John Kunar June 09, 2000 Can you Cope? Copyright 35 Rosenfeld Crescent, Kanata, Ontario, Canada, K2K 2L2; Tel: (613) 271 - 8467; Fax: (613) 271 - 8466; www.delphigroup.com

Same Speed + Greater Maneuverability = WIN ! The Visual Same Speed + Greater Maneuverability = WIN ! John Kunar June 09, 2000 OODA ODOA Copyright 35 Rosenfeld Crescent, Kanata, Ontario, Canada, K2K 2L2; Tel: (613) 271 - 8467; Fax: (613) 271 - 8466; www.delphigroup.com

The Exponential Growth of Computing, 1900-1999 1910 1920 $1,000 of Computing Buys 1930 1940 1950 1960 1970 1980 1990 2000 10 Calculations per second 8 6 4 2 -2 -4 -6 Adopted from Ray Kurzweil John Kunar June 09, 2000 Copyright 35 Rosenfeld Crescent, Kanata, Ontario, Canada, K2K 2L2; Tel: (613) 271 - 8467; Fax: (613) 271 - 8466; www.delphigroup.com

Which One? CP KM e-B V Exchange ASP John Kunar June 09, 2000 Copyright 35 Rosenfeld Crescent, Kanata, Ontario, Canada, K2K 2L2; Tel: (613) 271 - 8467; Fax: (613) 271 - 8466; www.delphigroup.com

Where does obsolescence come from? - Amazon.com, Hewlett-Packard The #1 Competitive Threat …OBSOLESCENCE Only 30% of companies on Fortune 500 list a decade ago are still there today Where does obsolescence come from? - Amazon.com, Hewlett-Packard John Kunar June 09, 2000 Copyright 35 Rosenfeld Crescent, Kanata, Ontario, Canada, K2K 2L2; Tel: (613) 271 - 8467; Fax: (613) 271 - 8466; www.delphigroup.com

A little more is worth a lot more! Routine Surprise RESPONSE Innovative Knowledge Knowledge John Kunar June 09, 2000 Information Predetermined Memory Knowledge IS Solutions STIMULUS Copyright 35 Rosenfeld Crescent, Kanata, Ontario, Canada, K2K 2L2; Tel: (613) 271 - 8467; Fax: (613) 271 - 8466; www.delphigroup.com

Speeding Through the Knowledge Chain Internal External Quadrant ONE Quadrant FOUR INTERNAL AWARENESS Always collectively aware of its strengths and weaknesses across structural silos and functional boundaries EXTERNAL AWARENESS Constantly removing filters between the outside and its innovative capacity to form true partnerships/alliances with prospects Awareness John Kunar June 09, 2000 Quadrant TWO Quadrant THREE INTERNAL RESPONSIVENESS Able to instantly organize skills based on an unfiltered assessment of its resources and external demands/opportunities INT. RESPONSIVENESS The final measure of instinct is the agency’s perpetual ability to meet external demands on its own terms - even when the external cannot articulate these Responsiveness Copyright 35 Rosenfeld Crescent, Kanata, Ontario, Canada, K2K 2L2; Tel: (613) 271 - 8467; Fax: (613) 271 - 8466; www.delphigroup.com

Innovation Vs. Optimization “Wealth in this new regime flows directly from innovation, not optimization. That is, wealth is not gained by perfecting the known, but by imperfectly seizing the unknown.” Kevin Kelly, New Rules for the New Economy John Kunar June 09, 2000 Copyright 35 Rosenfeld Crescent, Kanata, Ontario, Canada, K2K 2L2; Tel: (613) 271 - 8467; Fax: (613) 271 - 8466; www.delphigroup.com

Innovation Vs. Optimization “What we sell is the ability for a 43-year-old accountant to dress in black leather, ride through small towns and have people be afraid of him.” Harley exec, quoted in Results-based Leadership John Kunar June 09, 2000 Copyright 35 Rosenfeld Crescent, Kanata, Ontario, Canada, K2K 2L2; Tel: (613) 271 - 8467; Fax: (613) 271 - 8466; www.delphigroup.com

Beware Wireless in the field increases productivity, but companies lose dollars. Where is the ROI? John Kunar June 09, 2000 Copyright 35 Rosenfeld Crescent, Kanata, Ontario, Canada, K2K 2L2; Tel: (613) 271 - 8467; Fax: (613) 271 - 8466; www.delphigroup.com

Biggest Obstacles in Innovation John Kunar June 09, 2000 Copyright Source: The Delphi Group Research Survey -- 1999 35 Rosenfeld Crescent, Kanata, Ontario, Canada, K2K 2L2; Tel: (613) 271 - 8467; Fax: (613) 271 - 8466; www.delphigroup.com

KM - Innovation John Kunar June 09, 2000 Copyright Source: The Delphi Group Research Survey -- 1998 35 Rosenfeld Crescent, Kanata, Ontario, Canada, K2K 2L2; Tel: (613) 271 - 8467; Fax: (613) 271 - 8466; www.delphigroup.com

Strategic Imperatives Coherent Strategy Institutional Pride Strategic Partnerships Relevant Force Structure Resource Stewardship John Kunar June 09, 2000 Copyright 35 Rosenfeld Crescent, Kanata, Ontario, Canada, K2K 2L2; Tel: (613) 271 - 8467; Fax: (613) 271 - 8466; www.delphigroup.com