1. ENABLING ORGANIZATIONAL TRANSFORMATION

2. “Every morning in Africa, a Gazelle wakes up. It knows it must run faster than the fastest lion or it will be killed. Every morning a lion wakes up. It knows it must outrun the slowest Gazelle or it will starve to death. It doesn’t matter whether you are a lion or a gazelle……… when the sun comes up you better be running.” ORGANISATIONAL TRANSFORMATION IS ABOUT CREATING A VISION & THEN ENTERING THE ‘ATTICS’ TO ESTABLISH WHAT TO PRESERVE & WHAT TO DISCARD FOR IT.

3. ENABLING ORGANIZATIONAL TRANSFORMATION Significant Player Growth Process Efficiency Benchmarking Vibrant Modern Organisation Structure Values Culture Behaviour Creating Value for stake holder Return to share holder Return to investor Return to State & Comm Return to Employees Brand Recall Pride of Association Talent Induction & Retention External Visibility Transformation is identifying operational change & creating measures for it. Transformation is putting together the change constituents and driving them. Transformation is about creating value for all stake holders and continually measuring it. Transformation is employees becoming brand ambassadors to create strong internal branding

4. ENABLING ORGANIZATIONAL TRANSFORMATION Building the spirit. Investment of people with new skills for regenerating the company Finding long term energy to do new things - by linking the corp body to environment Shifting company’s conception of what it is and what it can achieve. Structuring (reshaping) to competitive level of performance towards leanness and fitness. LEADERS WILL HAVE THE KEY RESPONSIBILITY OF MOBILISINGTHE ORGANISATION FOR THE TRANSFORMATION RENEW REFRAME Logical Steps of Transformation REVITALISERESTRUCTURE. Body & Environment Body Spirit Mind

5. ENABLING ORGANIZATIONAL TRANSFORMATION RENEW Create reward structure build individual learning Develop the Organization REVITALIZE Achieve market focus Invent new Businesses Change rules through Info Tech REFRAME Achieve mobilization Create the vision Build the measures RESTRUCTURE Construct an economic model Align physical infrastructure Redesign work Architecture TRANSFORMATION IS THE ARDUOUS PROCESS OF VIRTUALLY REINVENTING / RECREATING THE BODY, MIND & SPIRIT OF THE ORGANIZATION – WHILST CONSTANTLY REDEFINING BASED ON ENVIRONMENTAL CHANGE

6. ACHIEVEING MOBILIZATION Developing Leaders Creating wide band interactive communication Encouraging the formation of “natural work teams”. Preparing individuals for the cycle of change DEVELOPING LEADRES Find a personal (CEO) coach the “Valley of death” Workshop CREATING WIDE BAND INTERACTIVE COMMUNICATION Strategic Cafeteria Town hall meetings Process briefs from implementations FORMING NATURAL WORK TEAMS Cutting across functional silos Forming inter- changeable work teams to address issues Running key issues / problems as projects PREPARING INDIVIDUALS FOR CHANGE (EMOTIONAL CYCLE) Generals don’t make victories captains, sergeants and soldiers do. Identifying the change champion Steps in the process Denial, Anger, Bargaining, Depression, Acceptance Inventory of transformation talent Consequences of apathy ACHIEVING MPBILIZATION IS THE LEADERSHIP COMMITMENT TO EMOTIONALLY & PASSIONATELY COMMUNICATE IDENTITY & BUILD TRANSFORMATION CHAMPIONS & OBJECTIVELY & DISPASSIONATELY DEAL WITH THOSE DISPLAYING APATHY. ENABLING ORGANIZATIONAL TRANSFORMATION

7. CREATING THE VISION Developing a strategic internet Prioritising expectations among constituencies Establishing Values DEVELOPING A STRATEGIC INTENT Core of the vision Picture the company’s ultimate purpose Aspiration which converges the analytical, emotional and political elements of the corporate mind. Analytically - Dispassionate diagnosis of the company’s competitive situation visa - vis customers and cost structure Emotionally and politically finding a banner for all to rally PRIORITISING EXPECTATIONS Who are our constituencies What is the importance we need to give to each one of them Can we do a prioritization of these. Hence what expectations of each we would like to meet. ESTABLISHING VALUES Great companies have strong values Strength of a company is not so much in its strategy or even in its products but in the way it behaves. Values determine the corporate personality. Values determine the disposition of all stake-holders to the company. Values are lived through in day to day behaviour and leaders spread it. VISION IS NOT AN ALTRUISTIC STATEMENT IT REFLECTS ARTICULATION OF TANGIBLE DELIVERIES TO ALL CONSTITUENTS APPROPRIATELY ORDERED IN THE CONTENT OF THE VALUES OF THE ORGANISATION

8. ENABLING ORGANIZATIONAL TRANSFORMATION BUILING THE MEASUREMENT SYSTEM Develop Top Level Measures & Targets Build connectors across top level targets Construct a bottom up business case. Connecting the bottom up and top down measures DEVELOPING TOP LEVEL MEASURES & TARGETS What are the set of standards representing common performance attributes. Balanced Score Card (objectives) - Customer perspective - Financial - Internal Operatives - Innovation & learning Instrument Panel / Dash Board for the Org. BUILDING CONNECTORS ACROSS TOP LEVEL TARGETS Establish the cause and effect relationships Converts the “back room” indicators to front room financial results. Allows leaders tracking of initiatives Leaders an opportunity to express how the business works & learn from others CONSTRUCT A BOTTOM UP BUSINESS CASE Motivate field teams to identify opportunities to improve day to day operations and quantify benefits. Aggregated sum of all this creates a business case Bottom up measures Generate enthusiasm in the change process CONNECTING THE BOTTOM UP & TOP DOWN MEASURES Convert into key performance Indicators Employees mapping their opportunity measures to the top down measures. Establishing a true or hierarchy of measures linking initiatives and actions at all levels to the BSC (or objectives) REFRAMING THE ORGANISATION MEASUREMENT IS CENTRAL - MORE CRITICAL IS MEASURING THE RIGHT THINGS

9. BRINGING TRANSFORMATION I = Q X A Visioning a transformation and executing it is rooted in the deep belief in the significant change it will entail and the strength of the passion in all of us to carry it through. Transformation is on creating measures all the way - Measures create ownership - creates milestones in our, journey makes us celebrate success - recalibrate our resolve to handle misses. Entire leadership team - Passionate advocates & implementors of the transformation - be Change Agents & build Change Agents AT THE END TRANSFORMATION IS THE AGGREGATE OF PEOPLE INVOLVEMENT WITH GREAT LEADERSHIP