© Forum Corporation 2015 The Forum Corporation

© Forum Corporation 2015 Contents 1. The Evolution of Change 2. A New Perspective 3. Overcoming the Challenge

© Forum Corporation 2015 Change

© Forum Corporation The Evolution of Change

© Forum Corporation 2015 Yesterday & Today Old Days: Long periods of calm punctuated by occasional change Today: Long periods of change punctuated by occasional calm

© Forum Corporation 2015 Strategic Initiatives: Modest Success %-33% of TQM Programs create desired results company study: well more than 50% of change initiatives succeed 4 30% of business- critical change efforts achieve expected results 3 30% of reengineering initiatives succeed 6 40-company study of major change initiatives: 42% do gain expected returns 5 20% of major systems investments are not used/not delivering intended impact 7 Global study of 1,500 executives: 38% of change initiatives create desired performance results 8 41% of change projects succeed; 75% of firms have 18% success rate 2015

© Forum Corporation 2015 Forum’s Research Our latest books 300+ Studies 8 Books 30 Success profiles

© Forum Corporation 2015 Strategic Speed (Noise-Value Line) VALUE TIME Noise- Value Line Reduced time to value Increased value over time

© Forum Corporation A New Perspective

© Forum Corporation 2015 Setting Out –”Navigating”

© Forum Corporation 2015 Getting There – “Piloting”

© Forum Corporation 2015 The Challenge 12

© Forum Corporation 2015 Mutual Accountabilities

© Forum Corporation The Challenge

© Forum Corporation 2015 Part of the Challenge

© Forum Corporation 2015 The Four Leadership Practices Affirming Strategies Driving Initiatives Managing Climate Cultivating Experience

© Forum Corporation 2015 Faster & Slower Companies Source: Strategic Speed: Mobilize People, Accelerate Execution; Jocelyn R. Davis; Henry M. Frechette, Jr.; Edwin H. Boswell Affirming Strategies 72% 27% Driving Initiatives 61% 21% Managing Climate 57% 29% Cultivating Experience 66% 33% Faster companies Slower companies Faster companies Slower companies Faster companies Slower companies Faster companies Slower companies

© Forum Corporation 2015 Affirming Strategies Middle Level Leaders Clarity Senior Level Leaders Story Telling Middle Level Leaders 16% clearly understand connections between priorities Senior Level Leaders 25% are perceived to reinforce the strategy well 4 times as many managers cite that there are too many initiatives over clarity gaps Sull, Homkes & Sull, 2015

© Forum Corporation 2015 Driving Strategies Middle Level Leaders Deep Involvement Senior Level Leaders Lepsinger, 2010 Middle Level LeadersSenior Level Leaders 50% of executives believe that C Suites leaders give enough attention to strategic initiatives BCG and PMI, 2013

© Forum Corporation 2015 Managing Climate Middle Level Leaders Accountable Collaboration Senior Level Leaders Engagement Senior Level Leaders Less than 50% of senior leaders reinforce a climate of accountability Middle Level Leaders Rose, 2015, Forum POV Overfield & Kaiser, 2012

© Forum Corporation 2015 Cultivating Experience Middle Level Leaders 15% anticipate problems 26% resolve conflicts promptly Sull, Homkes & Sull, 2015 Middle Level Leaders Organizational Learning Senior Level Leaders Learning Agility Senior Level Leaders Less than 33% of managers say that they can have an open and honest conversation about difficult issues

© Forum Corporation 2015 Questions? Thank You

© Forum Corporation 2015 A TwentyEighty Company Forum mobilizes people to embrace the critical strategies of their organization and accelerate results FORUM11