Change or Die Presentations -20100803

8/8/2019 Change or Die Presentations -20100803

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“CHANGE OR DIE”– THE HARD SIDE OF CHANGE

18TH – 19 TH AUSUST 2010 PRESENTED BY

CORPORATE STRATEGY CONSULTANTS & BRAND AND CHANNEL DEVELOPERS

ISHMAEL YAMSON & ASSOCIATES



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A. THINKING & TALKINGABOUT CHANGE



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“Most people – to the extent that they bother tothink about the future at all – assume the world theyknow will last indefinitely.

They find it difficult to imagine a truly differentway of life for themselves, let alone a totally newcivilization.

Of course they recognize that things are changing.

But they assume today’s changes will somehow passthem by and that nothing will shake the familiareconomic framework and political structure.

They confidently expect the future to continue thepresent.” ALVIN TOFLER



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“THINKING AND TALKING ABOUTCHANGE”

“The way you make sense of the future, inorganisations and in societies and in your ownlife, is by taking charge of the future. Not byresponding to it.” CHARLES HANDY

“ We have to stop trying to figure out what to doby looking at what we have done ”. PETERSENGE

“If you think you are good, you are dead. Successin the past has no implication for success in thefuture… The formulas for yesterday’s success

are almost guaranteed to be formulas for failuretomorrow”. MICHAEL HAMMER

"The central issue is never strategy, structure,culture, or systems. The core of the matter isalways about changing the behavior of people.“- John Kotter



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Change Or DieLet's go

This is a wake up call to one, to allThe opposition it will take the fallAre you sick of just getting by?Are you tired of f******* crying?Are you looking for a better life? Change or dieWe're looking for the answers of our life tonightYou gotta change or dieThe answer is for you to do what's right tonight Are you corrupted by the status quo?The repetition, it kills us allIs the rat race dragging you down?Are you stuck in that dead end job?

Are you looking for the way out? Let's go, let's go

Change or dieWe're looking for the answers of our life tonightYou gotta change or dieThe answer is for you to do what's right tonight We won't go down, not tonightThis is our battle cr we're read to fi ht



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1. ENVIRONMENTALREVIEW

Comparing now to 10years ago and the differences that can be found in:our world

our countryour company/organisation/institution



UR WORLD 000 to 2009

- From Economic Stability tochaos- Expansion of South Africa

into ROA- -Significant Geo PoliticalChanges- Unsustainable Corporate

expansions leading to meltdowns

- -Unstable Sub Region- Stabilising East Asianeconomies- Globalization- IT Revolution- - /Bio Technology Genetic

Revolution

- Rapid Urbanisation- Global Pandemics- Rise of Fundamentalism- Growing urban slums

NOW- Economic instability- - ,Boundary less flattened world

.economy- Global warming- Middle East Crisis- : Wars and political instabilityAfghanistan

/Ethiopia Eretria

Iraq ,Sudan etc- ’BRIC s Expanded economicinfluence- &Economic pressures in G8OECD- ICT Biotechnology Revolution

- High commodity prices- /Oil price escalation world energy crises

- Focus on good Governance- High migration of labour- Increasing protectionism- ’Focus on Africa s poverty



UR COUNTRY N LAST 10 YEARS

- ;Economic instability increasing inflation

- . (Rising FDI mainly extractive

)sector- Turbulent labour climate High cost of doing business

- Oil find- .Debt trap- .Rapid liberalisation- .High commodity prices

- Declining quality of education- .Indisciplined Fiscal Policy- Expanded banking sector- .Free but indisciplined media- / .Drugs menace crime- Archaic Companies Code

( /Unattractive new Investment

)GIPC law Participatory democracy

- .Political Corruption- .Low per capital income- & -Inefficient de motivated

.public sector

- .Unfocussed development agenda

NOW- –Macro economic instability- -Harsh micro environment- /High cost inefficient

infrastructure- Embedding participatory.Democracy

- Rapid urbanisation due to.Rural poverty

- .Growing youth unemployment- .High energy prices

- /High levels of imports unfaircompetition- Recovering inflows of privateremittances- .Polarised political climate- , ,Sensational agitative free

.media- Weak private sector- Rising Asian influence in

.economy- Pervasive corruption- - , , -De motivated Uninspired De

energised Public Sector



We live in times of profoundchange

In 1970, Fortune magazine released its listof the 500 largest American corporations

In 1983 one-third of these corporations hadceased to exist.

AIG dropped from number 13 to number 278in the F500 list between 2007 to 2008

The basis of military activity has movedfrom machines and men to technology

The last 2 US wars in the Gulf were fought‘live’ on 24-hournews channelsThe US Army has as many ‘pilots’ as the

USAF



In The 21 st Century

The corporate death rate is increasing.

The corporations must reinvent themselvesconstantly.

The rate of change is too great for many topmanagement teams to cope with.

Many executives realize that radical changes

are needed; however,they have to increase today's level of

performance while making those changes.They must drive the car fast at the same time

as they reengineer it.



The Ghanaian Context

ISHMAEL YAMSON& ASSOCIATES

Companies That ExperiencedRapid Change

The Change Factors

Mobitel

Kingsway, Glamour, GNTC

Traditional Banks

Astek

Ghana Airways

DSTV

Political Parties

Deregulation, New Competitors

Consumer Choice

Deregulation, New Competitors

Failure to deliver Promise

Failure to deliver Promise

New Competitors

Strategy Decay



DUALITY OF ENVIRONMENTToday

Which customers or clients are you servingtoday ?Through what channels do you reach

customers today ?Who are your competitors today ?What is the basis for your competitive

advantage today ?Where do your margins come from today ?

What skills or capabilities make you uniquetoday ?

In what end product markets do youparticipate today ?

What drives growth today?What are the anchors/and pillars of the

economy today?What countries are our trading partners today?What makes our country unique today?What skills and capabilities do we have today?What attracts investors today?

5 to 10 Years in the Future

Which customers or clients will you beserving in the future? Through what channels will you reach

customers in the future? Who will be your competitors in the future? What will be the basis for your competitive

advantage in the future? Where will your margins come from in the

future? What skills or capabilities will make you

unique in the future? In what end product markets will you

participate in the future? What will drive growth in future?What will be the anchors and pillars of the

economy in future?What will make the country unique in future?What countries will be our trading partners in

future?What skills and capabilities will we need in

future?What will attracts investors in future?



EXERCISE 1

ISHMAEL YAMSON

& ASSOCIATES



UR ORGANISATION N THE LAST 10 YEARS NOW



The Big Waves Of Change



EXERCISE 2

ISHMAEL YAMSON

& ASSOCIATES



The Big Waves Of Change:In Your World



The Change You Want See:ONLY TWO BROAD WAYS:

OR



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“REBELS” OR “BARBARIANS”THE “REBELS” THE “BARBARIANS”

They are within your walls They are outside the gates

They are a powerful change group They are a destructive changegroup

They are dissatisfied with “status quo” They do not care about your“status quo”

They may or may not be the leaders They are leaders from your

of your organisation competitors camp

They will find ways to effect the They will impose change on theirchanges they desire to see terms

They are in the minority but can They are leading the majorityinfluence a large majority

Every organisation should have a You should not allow them to get torebel in Leadership your gates



THE ORGANISATIONAL LANDSCAPE

Legal

Environmental

TechnologicalSocio-cultural

Economic

Political

NationalVision/Agenda

Company Strategy,Culture & Values

Competitors

Suppliers Otherstakeholders

Technology

Investments

Employees

Micro EnvironmentMacro Environment

ORGANISATION



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EXERCISE 3

ISHMAEL YAMSON

& ASSOCIATES



WHY SHOULD CHANGE TAKEPLACE?

THE BUSINESS/ORGANISATION AS AN AQUARIUM. STABLE EQUILIBRIUMEQUALS DEATH

OBSOLECENCE OF STRATEGY AND INSTITUTIONØ ORGANIZATIONAL DRIFT

WILL TOMORROW BE THE SAME?

DECAY OF VALUES, BEHAVIOURS AND CULTURE

CONSEQUENCES OF FAILURE: STAKEHOLDERS’ REACTIONS; BLOWN TO

BITS’

‘THE END OF PROGRESS’

THE NEW WORLD ORDER:Ø THE WORLD AS ONE MARKET - GLOBALISATION AND THE

‘BOUNDARYLESSNESS’ OF THE GLOBAL ECONOMY (WTO)Ø INFORMATION TECHNOGICAL REVOLUTION



THE DRIVERS OF OrganizationalCHANGE

VisionPeopleThe Operations

The Processes & SystemsThe Technology



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Causes of Organizational ChangeOther factors that also drive change inorganizations include:

Employee’s desire to share in decision-makingEmployee’s desire for higher wage rate,

improvements in working conditions, etcChanges in legislation and conventionsA catastrophic event affecting the firm



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Causes of Organizational Change



PHASES OF CHANGEPhase DescriptionShock andSurprise

Confrontation with unexpected performance“Business IS NOT as usual”

Denial andRefusal “No need for change”Embedding of disruptive actions and behaviour RationalUnderstanding

Realization of the need for changeFocus on finding short term solutions

EmotionalAcceptance

The ‘crisis’ state demanding a willingness to change values,beliefs, and behaviors

Change is stopped or slowed downExercising andLearning

A new willingness for learning - New behaviors and processesExperience success and failure

Realization Gathering of more information by learning and exercising -Continuous feedback-effectEffective behaviour and Organizational flexibilityIntegration Integration of newly acquired patterns of thinking and acting.

New behaviors become routine.



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3. FRAMEWORK FOR IDENTIFYING CHANGINGTRENDS



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FRAMEWORK FOR IDENTIFYINGCHANGING TRENDS

The ‘Messiah’ Principle

The Destination Model

The SWOT Analysis

The Competitiveness / Fitness Model

Porter’s Five Forces Model

The 360 0 Model



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THE ‘MESSIAH’ PRINCIPLE

The Man at the top has all the ‘answers’

Everyone else just has to follow



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THE SWOT ANALYSIS MODEL



PORTER’S FIVE – FORCES MODEL

NewEntrants

Industry competitors

Threat of Substitutes

Threat of New Entrants

Suppliers Buyers

Substitutes

Bargingpower of

Buyers

Bargingpower of Suppliers Intensity of Rivalry



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THE 360 0 MODEL – CHANGE IS A WHEEL

Institutionalizing change as a core businessprinciple

The World never moves on a straight line

Today, Tomorrow, Today for Tomorrow

Beyond Change



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THE WHEEL OF CHANGE:IDENTIFYING NEW TRENDS AND INITIATing NEW CHANGES

(ii) DESIGN RULES FOR CHANGE

TRENDS

CHANGE AS A PROCESS

IMAGINE

REVIEW

ANALYSE

RESOURCE

MANAGE

EVALUATE

DEFINEP I O N E E R

CHANGE MANAGEMENT AS A CAPABILITY

SKILLS INNOVATION

MGT.

PROCESSES

METRICS



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EXERCISE 3

ISHMAEL YAMSON

& ASSOCIATES



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MAP OUT HOW READY YOUR ORGANISATION IS TO DEALWITH ANTICIPATED CHANGES

IN YOUR INTERNAL ANDEXTERNAL ENVIRIONMENT

STR ONGESTPOSITION

STR ONGPOSITION

EVEN

WEAK POSITION

WEAKESTPOSITION

CURRENT

FUTURE



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Pre-conditions For Effective ManagementOf Organizational Change

WHEN SHOULD CHANGE TAKE PLACE?



WHEN SHOULD CHANGE TAKE PLACE?Tomorrow’s paradigm look different from today’s and yesterday’s

– the discontinuities.

‘Babarians’ are at the Gate

Are the Rules of the Game are being changed

The Leadership battle is being lost

Failing to deliver your Mission and Promise

Restlessness in the Organisation

Fire-fighting

Sleeplessness

WHEN SHOULD CHANGE TAKE PLACE?



WHEN SHOULD CHANGE TAKE PLACE?IS TOMORROW’S PARADIGM LOOKING DIFFERENT FROM

TODAY’S AND YESTERDAY’S – LOOK FOR THEDISCONTINUITIES.

ARE ‘BABARIANS’ AT THE GATE? ARE THE RULES OF THEGAME BEING CHANGED?

ARE YOU LOSING THE LEADERSHIP BATTLE?

ARE YOU FAILING TO DELIVER YOUR MISSION AND PROMISE

IS THERE RESTLESSNESS IN YOUR COMPANY/ORGANISATION

ARE YOU MANAGING DUALITY OR TODAY’S CHALLENGES? AREYOU FIREFIGHTING?

DO YOU SLEEP WELL AT NIGHT?



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WHERE SHOULD CHANGE TAKE PLACE

The Value Chain - Primary ActivitiesPurchased Supplies and Inbound Logistics

OperationsSales and MarketingDistribution and Outbound Logistics

Customer Service and Care



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WHERE SHOULD CHANGE TAKE PLACE

The Value Chain – Support Activities for the PrimaryActivities

Research and Development, Technology,

and Systems DevelopmentProduct DevelopmentHuman Resource Management

General Administration and Support



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WHERE SHOULD CHANGE TAKE PLACEThe Value Chain of Business Functions

R&DProduct/Service Design

Production/ProcurementMarketingDistribution

Customer Service



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WHERE SHOULD CHANGE TAKE PLACEValue Chain For An Entire Industry

Supplier-Related Value Chain: Activities, costs,and margins of suppliers

Company Value Chain: Internally performedactivities, costs, and marginsDistribution-Related Value Chain: Activities,

costs, and margins of forward channel allies

and strategic partnersCustomer-Related Value Chain: Buyer/End UserValue Chain



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WHERE SHOULD CHANGE TAKEPLACE?

Strategic VisioningVision * Mission * Strategy



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5. WHO SHOULD LEADTHE CHANGE?

"The central issue is never strategy, structure, culture, orsystems. The core of the matter is always about changing

the behavior of people.“ - John Kotter



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WHO SHOULD LEAD THE CHANGE?The Risks/Opportunities when change is led by“REBELS”

Change may not aligned to Mission or StrategyMay be uncoordinatedAd hoc and no planObjectives evolve and change in an ongoing basisNo specified time frame

Tunnel-visioned and uncoordinatedDoes not deal with the real/core issuesChanges achieved only last for a very short timeUnclear Roles and ResponsibilitiesNo clear OwnershipBreeds more “rebels”



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WHO SHOULD LEAD THE CHANGE?The Risks when change is driven by “Barbarians”

Change will be imposedThe organisation’s core activities come under siegeNo control over final outcomesResponse becomes mainly reactive and not proactiveNo control over the period of changeReaction can be uncoordinatedReal/core issuesAttracts more “barbarians”



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HIERARCHIES AND NETWORKS“THE WAY ORGANISATIONS WORK”

ADDO

SAMMY JOE LIZ

YAW NAA JIM AMA DAN BETH

AFUA

MAR Y

NANA EBE ENO SEFA LOU

HIERARCHIES(TITLES)

JIM

SAMMY

BETH

YAW

EBE ENO

LOU

ADDO

MARY

AFUA

DAN

SEFA

JOE

AMA

NANA

LIZ

NETWORKS(CONNECTIONS)

DAN



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WHO SHOULD LEAD THE CHANGE?

Opportunities when it is a Leadershipresponsibility

Change is driven and led by strategyA time bound Plan for implementing the change

A clear and measurable set of objectivesScope is broad enough to ensure proper co-

ordinationDeals with the real/core issuesChanges are made to lastVery clear roles and responsibilities with clear

OwnershipConsistent Messages and Actions cascaded down

the Organisation



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. MANAGING CHANGE



Interwoven Elements

Focused on Outcomes & ImpactPeople Driven

CHANGE MANAGEMENT

PLANNING

C O N T

R O L L I N G

I N I T I A T

I N G

S T A B I L I S I N G

M O N I T O R I N G



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THE CHALLENGEWe must maximise human potential as fast as

we grow technological potential.

Empowered employees trained, coached andfree to work out how best to achieve results with confidence .



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… But There May Be Resistance

Human NatureRe-learning

Suspicion about the unfamiliar

Today’s winners, tomorrow’sLosers

Mergers, major collaborations

Le dership



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THE PILLARS/DRIVERS OF CHANGE:LEADERSHIP IS AT THE CORE

Today Tomorrow

P e o p l e

O r g a n i z a

t i o n

T e c h n o l o g

y

L e a d e r s h i p

P e o p l e

O r g a n i z a

t i o n

T e c h n o l o g

y

Leadership



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ROLE OF LEADERSHIP



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EVANGELISTS

-Selling IdeasINFLUENCE

ARCHITECTS

-Establishing Routines

TECHNOLOGY

EDUCATIONISTS

-Shaping Intuition

CULTURE

AUTOCRATS

-Dictating PracticesAUTHORITY

Cognition Behaviour

ROLE OF LEADERSHIP

Systems

Individuals

Levels of Change Leadership Skills



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Levels of Change Leadership Skillsderived from Jim Canterucci

Level I Accepts the need for change, communicates and defends the need for change throughout theorganization, creates an open and receptive environment

à small change initiatives with clear direction

Level II Defines and initiates change, identifies leverage points for change in processes and work habits

à change projects at local level

Level III Leads change, translate the vision of the organization into the context of a specific changeinitiative and bring this message to the entire organization, redirects approaches in the face of new opportunities

à transformation of a central vision into change initiatives and organization-widecommunication

Level IV Manages complex change, understands the cultural dynamics of the current state of anorganization, creates a strategic practical course, balancing the current reality with the need

for rapid adoption of the desired future realityà generates change with a high degree of transformation

Level V Champions change, challenges the status quo by comparing it to an ideal or a vision of change, causes crisis in order to support dramatic actions and change efforts, transforms theorganization

à Ability to revolutionize organizations



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15 Key Competencies of Change Agents



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68




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70




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Resistance to changeThe "Bad News" Curve The "Good News" Curve

Profile the people in your organization.Assess that population's capabilities,

attitude, behaviour, culture.Define the change goals, andDetermine what is required to bring about

that change.

Understand what journey you want whichpopulations to take (it may not be thesame for everyone).

Assess what their attitude is likely to be,and

Use that knowledge to guide them in theright direction.



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MAKING SOME HARD DECISIONS

The right FocusThe right level of Leadership Team CommitmentCommitment to implement All OutcomesRemoving “Blockers”Using the right peopleAllocating the right ResourcesSelecting the right Change Team

Accepting the extra Effort requiredGoing the full haul – durationChanging the way people will be rewarded

C S O S



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DECISIONS THAT WILL MAKE THEDIFFERENCE

The Right FocusWhat the change “will be” and what it “will not

be”Painting the picture

The Right ProcessesStopping any Process or activity that does not addvalueChanging any Process that is wrong

The Right StructureA Structure based on Strategy and the right

Processes & SystemsMaking no room in the structure for any activitythat is not aligned to the Strategy

Flattening the Structure and increasing the span of authority

DECISIONS THAT WILL MAKE THE



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The Right JobsTaking out jobs that cannot be defined and

specifiedCollapsing narrow jobs into bigger ones

The Right PeoplePutting the right type of people into the right

jobsCompetencies and skills

Consistent Performers with potentialNo “square” pegs in “round” holes“People who have the future in their bones”

DECISIONS THAT WILL MAKE THE



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The Right BehaviourInsisting on what is acceptableClear sanctions for misbehaviour

The DecisionsWhen the debate is over it is over60% consensus, 100% commitment



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Forms of Organizational Change: TheLevels and Impact of Change

“THE WAY ORGANISATIONS WORK”



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“THE WAY ORGANISATIONS WORK”HIERARCHIES AND NETWORKS

ADDO

SAMMY JOE LIZ

YAW NAA JIM AMA DAN BETH

AFUA

MAR Y

NANA EBE ENO SEFA LOU

HIERARCHIES(TITLES)

JIM

SAMMY

BETH

YAW

EBE ENO

LOU

ADDO

MARY

AF

UADAN

SEFA

JOE

AMA

NANA

LIZ

NETWORKS(CONNECTIONS)

DAN

Change Level – Impact MatriX



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Change Level Impact MatriX

Knowledge Attitude Behaviour Performance

ADDO

Team B

Organisation

Abilities Mindset Actions Outcomes

IMPACT OF CHANGE

LEVEL OFCHANGE

Change Level – Impact MatriX



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Change Level Impact MatriX

Knowledge Attitude Behaviour Performance

JOE

Team B

Organisation

Abilities Mindset Actions Outcomes

IMPACT OF CHANGE

LEVEL OFCHANGE



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EXERCISE 4

The hard decisions



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7. THE CHANGE PROCESS

QUESTIONS TO BE ANSWERED



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QUESTIONS TO BE ANSWERED -Before communicating change

PLANNING AND IMPLEMENTING



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PLANNING AND IMPLEMENTINGCHANGE

Business Process Reengineering



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Business Process Reengineering



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THE TRANSITION

THE CHANGE PROCESS



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IDENTIFYING & PLANNING THE CHANGE

CREATING THE SHARED NEED FOR CHANGE

BUILDING SUPPORT FOR THE CHANGE

COMMUNICATING THE CHANGE

ALIGNING THE ORGANISATION FOR CHANGE

SUSTAINING MOMENTUM FOR THE CHANGE

LEADERSHIP RESPONSIBILITY

MONITORING AND EVALUATING

INSTITUTIONALISING THE CHANGE

!Warning!Obstacles on the way

REMOVE THEM

DEFINING THE GOALS FOR THE CHANGE

THE CHANGE PROCESS



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IDENTIFYING & PLANNING THE CHANGE

THE CHANGE PROCESS



THE CHANGE PROCESS



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CREATING THE SHARED NEED FOR CHANGE

THE CHANGE PROCESS

THE CHANGE PROCESS



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BUILDING SUPPORT FOR THE CHANGE

THE CHANGE PROCESS

THE CHANGE PROCESS



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COMMUNICATING THE CHANGE

THE CHANGE PROCESS



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ALIGNING THE ORGANISATION FOR CHANGE

THE CHANGE PROCESS



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SUSTAINING MOMENTUM FOR THE CHANGE

THE CHANGE PROCESS



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MONITORING AND EVALUATING

THE CHANGE PROCESS



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INSTITUTIONALISING THE CHANGE

THE CHANGE PROCESS



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P l a n n i n g C

h a n g e0

5

0

100

C r e a t i n

g N e e d

B u i l d i n g s u

p p o r t

C o m m u n i c a t i n g

C h a n

g e

A l i g n

i n g o r g

S u s t a i n i n

g

m o m e n t u m

M o n i t o r i n g

& e v a l u a t i o n

I n s t i t u t i o n

a l i s i n g

C h a n g e

Change in Distress

Change doing well& sustainable

THE CHANGE PROCESS



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8. EMBEDDING THE CHANGE&

SUSTAINING THE GAINS



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EMBEDDING THE GHANGE

SUSTAIN THE GAINS



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SUSTAIN THE GAINS



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9. SECURING THEFUTURE

MAKING YOUR ORGANISATION VIABLE &RELEVANT

SECURING THE FUTUREh d l f h f



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The traditional view of the future

The Past

Organisation’sPerformance

Today The Future

I n r e

a l i t y i t

w i l l b e

a s e

r i e s

o f d i s

c o n t i n

u i t i e s

SECURING THE FUTURE SOME



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SECURING THE FUTURE – SOMEREQUIREMENTS

We need to embrace the fact that thefuture is Discontinuous

We need to unlearn the way we have dealtwith the Past

We need to rethink our Terrain – Internally& Externally

We need to learn to operate in

“uncertainty” – 60% knowledge 100%actionWe need to come out of “Cruise Control”

UNDERPINNING THE “CHANGE PROCESS”



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WITH THE “CHALLENGE”

CHANGE CHALLENGE

Just a Process

Means-Oriented

Requiring Explanation

Rational

Daunting

Complex Measures

Co-ordinated Execution of Key Tasks

Goal-Oriented

Self Explanatory

Passionate/Emotional

Rallying

Simple & CompellingMeasures

SECURING THE FUTURE



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SECURING THE FUTURE

Scanning the terrain aheadWhat are the global trends and their future impact onour operations?

What are the future expectation of our customers andclients?

What will be the impact of technology on how weoperate?

Using Core CapabilitiesWhat are we very good at?What more can we do with what we are good at?

Exploring the “Uncertain” opportunitiesUsing the “Doughnut” model

Working on 3 HorizonsTaking full advantage of the Opportunities we have

nowLooking for and working on emerging OpportunitiesCreating new Opportunities

THE HORIZONS THAT INFORM CHANGE



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THE HORIZONS THAT INFORM CHANGE

TIME

L E V E L

O F

V I A B I L I T Y

& R E L E V A N C E

THE OPPORTUNITIES WE HAVE NOW

SOME EMERGING OPPORTUNITIES

CREATING THE OPPORTUNITIES

ISHMAEL YAMSON

& ASSOCIATES

SECURING THE FUTURE



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SETTING THE STANDARD FOR EFFECTIVENESS,EFFECIENCY & PRODUCTIVITY

ELIMINATING DISADVANTAGES

VERY GOOD AT THE GAMECOMFORT ZONE

COMBINATION OF NEW & OLD TECHNOLOGY

SURFING THE WAVE OF CHANGE

CHANGING THE RULES OF THE GAME

BEYOND JUST BEING EFFECTIVE & EFFICIENT

BUILDING ADVANTANGES

PROVEN GROUNDS

DEVELOPED TECHNOLOGY

MOSTLY KNOWN TERRIAN

REACTING TO SMALL CHANGES IN THEENVIRONMENT

BECOMING EFFECTIVE & EFFICIENT IN WHATIS DONE

“WE TOO”

PATHS OF LEAST RISISTANCE

TRYING TO ALIGN PROCESSES & SYSTEMS

UNSUSTAINABLE INCREASE IN PRODUCTIVITY

DEFINING THE FUTURE CHANGE

RE-WRITING THE GAME

UNPROVEN GROUNDS

BREAKTHROUGH THINKING

UNDEVELOPED TECHNOLOGY

THE UNKNOWN

NOT FULLY EFFICIENT OR EFFECTIVE

Efficiency, Effectiveness

& Productivity

Competitiveness

& Leadership

Today

Tomorrow

LONG TERM EVOLUTIONARY

SHORT TERM EVOLUTIONARY

LONG TERM RADICAL

SHORT TERM RADICAL

SECURING THE FUTURE



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SETTING THE STANDARD FOR EFFECTIVENESS,EFFECIENCY & PRODUCTIVITY

ELIMINATING DISADVANTAGES

VERY GOOD AT THE GAMECOMFORT ZONE

COMBINATION OF NEW & OLD TECHNOLOGY

SURFING THE WAVE OF CHANGE

CHANGING THE RULES OF THE GAME

BEYOND JUST BEING EFFECTIVE & EFFICIENT

BUILDING ADVANTANGES

PROVEN GROUNDS

DEVELOPED TECHNOLOGY

MOSTLY KNOWN TERRIAN

REACTING TO SMALL CHANGES IN THEENVIRONMENT

BECOMING EFFECTIVE & EFFICIENT IN WHATIS DONE

“WE TOO”

PATHS OF LEAST RISISTANCE

TRYING TO ALIGN PROCESSES & SYSTEMS

UNSUSTAINABLE INCREASE IN PRODUCTIVITY

DEFINING THE FUTURE CHANGE

RE-WRITING THE GAME

UNPROVEN GROUNDS

BREAKTHROUGH THINKING

UNDEVELOPED TECHNOLOGY

THE UNKNOWN

NOT FULLY EFFICIENT OR EFFECTIVE

Efficiency, Effectiveness

& Productivity

Competitiveness

& Leadership

Today

Tomorrow

LONG TERM EVOLUTIONARY

SHORT TERM EVOLUTIONARY

LONG TERM RADICAL

SHORT TERM RADICAL

THE QUEST FOR COMPETIVENESS



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THE QUEST FOR COMPETIVENESS

Fitter Better Different



Pre- ChangeSources

Post- Change

KEY:



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Nature of the Change

Timing of the Change

Necessary Negotiations

Financial Impact of a Change

Shareholder Interests

Legal / I nstitutional Requirements

Regulatory Framework

Managing Change Conflicts

Post ChangeSources



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11. CHANGE IS A WHEEL

IDENTIFYING NEW TRENDS AND INITIATING NEW CHANGES – NOTFIRE FIGHTING



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Growingbacklog of problems

Newproblemandopportunity

Managerssetprioritiesandpressurefor quickresults

‘It iscrises’

ACTION 1

ACTION 2

ACTION 3

Uncoordinated solutions

“Its important, butit’s not a crises”

Repeatproblems

Invisible queueof problemswaiting to recur

Badlysolvedproblems

The Effect of Fire – Fighting Syndrome



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ISHMAEL YAMSON

& ASSOCIATES

The 3rd Horizon Consultancy

We have walked with you… … … … ..



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Change Defined

Approaches to Managing Change



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Approaches to Managing Change

Reactive Pre-Emptive



change is inevitable …

Organizational TransformationChange in organisational mission

Restructuring operationsNew technologies

Mergers, major collaborations

Change or Die Presentations -20100803

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