Post on 30-Oct-2014
description
Dr Patrick Dixon Chairman Global Change Ltd
Accelerate Your Future How to respond to key trends,
develop strategy and change rapidly !
Keynote for BASF Care senior leaders -‐ change management, strategy and key trends.
!
Patrick Dixon is Chairman of Global Change Ltd and has been ranked one of 20 most influenKal business thinkers alive today (Thinkers 50)
!
For hundreds more presentaKons and arKcles: hQp://www.globalchange.com Over 5 million video views:
hQp://www.youtube.com/pjvdixon
!
ALL BIG TRENDS ARE RELATED !
!
!
!
!
!
!
!
How are compeKtors also planning to change? !
!
75% of change management programmes fail to deliver
“….not because leadership don’t adequately address infrastructure process, or IT
issues, but because they didn’t create the necessary groundswell of support among employees”
!
PricewaterhouseCoopers research 2007
Who cares about the new strategy?
Why should they change ?
All effecKve leadership comes from powerful
VISION of a much beQer future
ONE WORD will drive the
future
• Click to edit Master text styles
!
Strategies and change management
programmes often overtaken by events
!
Teams often resist change because “it will probably be changed again”
Boom
Bust
Shale gas 33% US supplies
3.3m US jobs $468bn pa + more oil
produced than Saudi by 2020 !
200 years global supply Up from 60 years in 5 years
5 coal plants replace with gas = 9000 megawa?s wind
57 coal plants closed in US in 2012
Germany Power Surplus
!
• In June 2013 -‐ so much wind and solar that electricity prices became negaKve
• -‐ minus EU150 / MWhr !! (normal EU50)
!
Europe Dying !
4 couples to produce single great-grand child
The future is aboutEMOTION
“Great customer experiences”
80% lost in seconds
EU20,000 Challenge “4 word phrase is basis
of all markeKng, moKvaKon, change
management and leadership”
COST CUTTING
Can be demoralising
Cost saving oDen a weak moEvator
Case Study: Making case for change
�What -‐ big vision �Why -‐ business case �Who -‐ leadership and responsibility �How -‐ strategic plan �When -‐ Emed goals and measurable impacts
Webagility
�Clear vision and understanding of purpose �Clear champion with strong mandate �All stakeholders involved and owning process �Changes compatible with rest of organisation �Changes supported by structure / incentives �Risks understood and properly managed �Operational reliability requires stability �Some negative impact on short term performance is likely
�Clear scope / boundaries �Adequate resourcing / prioritisation �Monitoring / evaluation of progress and impact �Dealing with wider impacts beyond project management
Change Management
�Business unit heads and team leaders must feel in control
�Form coaliEons �Deal sensiEvely with conflicts and egos �Align all bonusable objecEves / targets �Resist death of genius by a thousand cuts �Prove early benefits (ensure a?ributed to changes!)
Dealing with Resistance
Build a Better World !individual family community world
60 seconds opportunity / challenge why it really maQers pracKcal soluKon
next steps !
Make it HAPPEN
!
RESOURCES !
>500 videos of Keynotes http://www.youtube.com/pjvdixon
Over 5 million views !
Global Trends Website: http://www.globalchange.com
15 million unique visitors