1. BAE SYSTEMS North America EXECUTIVE DEVELOPMENT INSTITUTE Creating the Future: Leadership and Change Jim Clawson Darden Graduate School of Business Administration University of Virginia 1

2. Connection to other Institutes 2 The Teachable Point of View Strategy Personal Foundations Business Acumen Leadership & Change

3. Structure of the Institute Leading Personal Change Leading Team Change Large Scale Organizational Change Applications Aspirations 3

4. Level Three Leadership 4 Jim Clawson Darden Graduate School of Business University of Virginia

5. Program Invitations Look and listen for the possibilities Keep a Personal Insight Page (PIP sheet) Look for and write down things you would like to work on in the next 90 days Contribute your experiences and insight to the group. Read and prepare the assignments Take responsibility for your own learning. 5

6. What strategic challenges are you facing? 6

7. STRATEGIC ISSUES 7 A Strategic Issue is any issue that significantly influences your ability to develop and maintain a competitive advantage.

8. STRATEGIC LEVELS Who’s the “you?” Organizational Work Group or Function Individual 8

9. COMPETITIVE ADVANTAGE 9 A competitive advantage has three key characteristics: 1. it provides superior value to customers 2. it is hard to imitate 3. it enhances one’s ability to respond to changes in the environment. Adapted from George Day (1994)

10. SOURCES OF COMPETITIVE ADVANTAGE Government subsidy or support Established or monopolistic markets Product innovation Process innovation, Cost efficiencies Superior Service Human Resource Management Learning 10

11. Mental “Hats” 11 Judge Listening for Conformity Learner Explorer Designer Champion Listening for Possibilities Pushing into New Zones Planning for Changes Leading Action

12. Leadership is not about title. What’s your Point of View? Leader’s Point of View? POV Things they say… Follower’s Point of View? 12 Bureaucratic Point of View? Your point of view doesn’t depend on your title…

13. The Leadership Point of View 1.Can you see what needs to be done? 2.Do you understand all the underlying forces? 3.Are you willing to initiate action to make it better? 13

14. Introductions Name Location What do you build? Biggest Issue/Challenge you’re dealing with in Life 14

15. Problems: The Source of Change “…the starting point of any effective change effort is a clearly defined business problem.” Beer, Eisenstadt, Spector—Why change programs don’t produce change. HBR What problems do you SEE? What kind of problem is strong enough to initiate change? 15

16. We live in a world of dramatic and on-going change… 16

17. “Ten short years.... the one thing that we have done consistently is to change.... It may seem easier for our life to remain constant, but change, really, is the only constant. We cannot stop it and we cannot escape it. We can let it destroy us or we can embrace it. We must embrace it.” Michael Eisner Disney 1994 Annual Report 17

18. Population Growth 6.05.5 5.0 4.5 4.0 3.5 3.0 2.5 2.0 1.5 1.0 0.5 500 400 300 200 100 A.D. 200 300 400 500 600 700 800 900 1000 1100 1200 1300 1400 1500 1600 1700 1800 1900 1950 2000 World Population in Billions Source: US Census Bureau, Population Reference Bureau, adapted from Breathing Space, by Jeff Davidson The Plague Industrial Revolution Medical & Information Revolution Bio, Nano & Energy Revolutions 18

19. Types of Change Big Bang: discontinuous Incremental or evolutionary Externally driven  Internally driven Top Down  Bottoms Up Out there  In here 19

20. Key Leadership Initiatives 20 STRATEGY (priorities) ORGANI- ZATION (design) OTHERS (employees) LEADER (traits) Strategic Thinking Developing Influence Designing 2. What’s Your “story?” 3. Can you “sell” your story? 4. Does your organization help or hinder? 5. Can you lead change to keep up? 1. Who are you?

21. There are always two parties, the party of the past and the party of the future; the establishment and the movement. Ralph Waldo Emerson. 21

22. What kind of leadership will it take to overcome these challenges? 22

23. Every CEO has to spend an enormous amount of time shuffling papers. The question is, how much of your time can you leave free to think about ideas? To me the pursuit of ideas is the only thing that matters. You can always find capable people to do almost everything else.” Michael Eisner, Fortune, December 4, 1989, page 116. 23

24. What this points out is … 24 LEADERSHIP CHANGE STRATEGY

25. Success Performance Satisfaction Growth Situation and Stakeholders Economic and Socio-Political Environment Customers and Suppliers Industry Structure Competitive Dynamics Employee Groups and Communities Shareholders and Other Stakeholders Strategy Staff SkillsStyle Self: The Leader Superordinate Goals Structure A Leader’s Guide to Understanding Organizations: An Expanded “7-S” Perspective Systems Shared Values Figure 4 Adapted from McKinsey & Co. and other sources

26. Economic Development Where are the margins? (Pine and Gilmore, The Experience Economy) 5. Transformations (pay for how time with you transforms me) 4. Experiences (pay for time with you) 3. Services supplant goods (what I do for you, and margins are … declining, becoming commoditized) 2. Goods out of commodities (margins?) 1. Commodities out of the earth (margins?) 26 MARGINS

27. Commoditization of Margins 27 Pine and Gilmore, The Experience Economy

28. Strategy is the art of creating value. It provides the intellectual frameworks, conceptual models, and governing ideas that allow a company’s managers to identify opportunities for bringing value to customers and for delivering that value at a profit. In this respect, strategy is the way a company defines its business and links together the only resources that really matter in today’s economy: knowledge and relationships or an organization’s competencies and customers. Normann, R. and Ramirez, R., “From Value Chain to Value Constellation: Designing Interactive Strategy,” Harvard Business Review, July-August 1993, p.65. 28

29. STRATEGIC FIT MODEL Strategic Mindsets STRATEGIC INTENT MODEL Source, Hamel and Prahalad, Strategic Intent, HBR Strategic thinking is driven by the match between current capabilities and existing opportunities Searching for sustainable advantages Finding protected niches Strategic thinking is driven by bridging gap between today’s reality and tomorrow’s vision Finding ways to leverage resources Outpacing competitors in building new advantages Making new industry rules 29

30. Realized Strategy 30 Intended Strategy Actual Strategy Emergent Strategy Realized Strategy Opportunistic Strategy

31. Realized Strategy 31 Realized strategy is the result of the collision between dreams and economic realities….

32. STRATEGIC CYCLES 32 CURRENT REALITY VISION INTENT DESIGN, COGNITIVE ACTION, IMPLEMENTATION Core Competencies

33. Innovator’s Dilemma 33 Utilization of Features Overshoot Not good enough, cheap disruptive technology attracts non users Learning high margin culture

34. Motivator’s Dilemma 34 Utilization of Energy Goal Overshoot Not for profit disruptive substitutes attract employees’ energy Learning goal oriented culture Energy Decline