“The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it” Michelangelo

Two types of organisational learning Adaptive Generative

Three ways to encourage executive development Keep organisational layers and structure simple Encourage cross organisational managerial working Reward individual high performance Pearson

Three ‘r’s for optimal organisational performance Revolution Renewal Resilience Source: Hamel and Valingas

Three areas for CEO impact Directing actions setting direction refining or changing course Structuring actions creating the environment within which the organisation functions Energising actions triggering and inspiring performance- oriented, self-renewing behaviour

Three moves needed in any organisation From perfection to performance From commanding and controlling to empowering and energising employees From producing a product to caring for a customer

Three tensions for change Profitability vs Growth Short term vs Long term Whole vs Parts Source: Dodd and Favoro

Four factors that determine the success of change Duration and momentum of the programme Integrity – ability of the project team to deliver on time The commitment of top management all affected Effort over and above the normal the initiative demands Source: Sirkin et al

Four perspectives for change The financial perspective The customer perspective Process perspective Learning and growth perspective Source: Kaplan and Norton

Four pillars for change Metrics to emphasize new cultural priorities Processes to integrate the new culture into the organisation Programmes to build support for cultural change Structures to create a framework for the new culture Source: Charan

Four tools for change Leadership tools Culture tools Power tools Management tools Source: Christensen et al

Four tasks for a Chief Executive Focus on most significant stakeholder needs Deciding what business you are in Balancing the present and the future Shaping values and standards A G Latley

The four stage innovation process Generating Conceptualising Optimizing Implementing Source: Basadur and Gelade

The four ‘C’s of a confident organisation Collaborative – doing things together Creative – doing things first and better Controlling – doing things right and the right way Competent – doing things fast and efficiently

Four parts to the ACES change model A ctions Specific behaviours that contribute to success C larity Clear objectives leading to real success E nvironment Factors required to achieve success S kills/knowledge What people must know and do to achieve success

Excellence depends upon... Caring more than others think is wise Risking more than others think is safe Dreaming more than others think is practical Expecting more than others think is possible K Sriram

Four challenges for organisations Developing rewards, recognition, and career opportunities for specialists Creating unified vision in an organisation of specialists Devising the management structure for an organisation of task forces Ensuring the supply, preparation and testing of top management people Peter Drucker 1988

Five lessons from effective organisations Hire happy people Train your people thoroughly Treat your people exceedingly well Seek customer feedback and act upon it Ensure senior leadership hear directly from the front lines Source: D Frances

Five parts the POMCE performance model P lan O rganise M onitor C ontrol E valuate

Five top management requirements for change Create a sense of urgency Develop competitor focus and awareness at all levels Prove employees with the skills needed to be effective Give time to digest one challenge before launching the next Establish clear milestones and review mechanisms Source: Hamel and Prahalad

Five organisational essentials Mission Why we exist Values What we believe in How we will behave Vision What we want to be Strategy What our competitive game plan will be Balanced scorecard How we will monitor and implement the plan

Five parts to the SARAH change model S hock A nger R ejection A cceptance H elp

Five key principles at Starbucks Make it your own Surprise and delight Everything matters Embrace resistance Leave your mark Source: Joseph Mitchell

Five things Starbucks wants all staff to be Welcoming Genuine Considerate Knowledgeable Involved Source: Joseph Mitchell

Six ways to counter resistance to change Education and communication Facilitation and support Manipulation and co-optation Participation and involvement Negotiation and agreement Explicit and implicit coercion Source: John Kotter

Six parts the STEEPLE model for analysing external macro environment factors S ocietal T echnical E conomic E nvironmental P olitical L egal E thical

Six parts the PESTLE model of market testing P olitical E conomic S ocietal T echnical L legal E nvironmental

The Sunday Times 100 criteria Leadership My company My manager My team Well being Belonging Giving back Personal growth

Eight ways to develop a culture of candour and transparency Tell the truth Encourage upward truth telling Reward contrarians Practice having uncomfortable conversations Admit mistakes Go for learning from mistakes not blame Recruit and support truth tellers Set information free From O’Toole and Bennis

Nine attributes of an innovative organisation Challenge/involvement Freedom Trust and openness Idea time Playfulness and humour Conflict Idea support Debate Risk taking Source: General Electric