Shaping New Business Thinking SMPS 2007

Hosted By:

New Business Thinking:Steps To Building A Change

Accepting Environment

David Carrithers, Vice President of Marketing

The Only Constant

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Our Time Together Today

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• The Practical Processes To New Business Thinking: The concept that something new, something better and something necessary within a business will win out in the end is a large misconception many business have.

• Most leaders of companies (no matter the size) believe that everyone within their organization is looking out for and embracing new thinking, new opportunities. This naive thinking leads to the loss of many potentially powerful new opportunities – whether a new product, new business development, new market or new business relationship.

• Today will provide insight and practical tools to help new thinking survive the “white blood cells” of any organization.

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• The truth in new thinking & ideas within any company – dirty little secrets no one talks about in business management and change management

• What motivates “no change needed” thinking and how to address it at the out set, allowing new thinking to be born and thrive

• Processes and tools for managing new ideas, opportunities and challenges – practical and simple tools that can be used to define, determine and process new opportunities

• Why change management, idea management is critical to any organization

• Case examples of both successful and failed new development.

Our Time Together Today

My Challenge To You

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Successful change and new thinking has nothing to do with technology, budget or the best idea. It has everything to do with communications, planning, timing and relationships.

Building A Change Accepting Environment Is Not About Creativity, It Is About Strategic Relationships & Gaining Acceptance To Open Thinking

The Times We Live In

“When there's such a big market move in such a short period of time, there's that element of surprise and confusion.”

Teruhisa Ishikawa, Mizuho Investors Securities, Feb 20076

http://news.yahoo.com/s/ap/koreas_nuclear;_ylt=Asz2dN07U28UYUGM5mC_PfeCscEA

Where Most People Live

• Milk on the table

• 50 mile radius from home & work

• Quality time with family & friends

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Business Thinks The Focus Is On

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Reality

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Because Of Changing Environment

The Last 100 Years

Steady State

CHANGE

Steady State

Today’s Reality

Head Waters: Always In Change

Globalization, Capital, Technology10

Why Is Strategic Idea Development Important?

1. A new business commences operations every minute

2. A business files bankruptcy every 8 minutes

3. A business ceases operations every 3 minutes

4. A judgment is filed against a business every 14 seconds

5. A business name change happens every 2 minutes

6. A business ownership change happens every 4 hours

7. A business’s risk profile changes every minute

…world of constant change and challenges (opportunities)

Source: Dun and Bradstreet 2006

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What This All Means

Clarity Around Who You Are

And

What Value You Bring To Your Stakeholders

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When Is New Thinking Called Upon?

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• New Products or Services• New Markets, New Sales• Old Product, Services or Market Revitalization• New Management and/or Management Changes• Partnering/Joint Ventures/Mergers• Competitive Situations• Performance Issues• New Technologies• Personal Health• Government Actions

90% of New Thinking Demands

Come From Reactionary Situations

What Hinders New Thinking?

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• Past Success• Current Success• Hope Things Will Change Back• People’s Emotions • Poor Understanding• Lack of Communications• Culture of the Organization• Strong Personalities• Not Broke Why Fix It• Power Struggle Issues• Too Much Internal Competition

New Thinking Dies Because Of People Fearing Change

Corp White Blood Cells

Reality Is

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“People resist it on every level in all sorts of ways and leaders can be the most change resistant of all.”

- John Kotter, Harvard Business School

“Change is an emotional process.” - Garrison Wynn

Reality Is

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• People Want A Manageable Work Life• Consistent Expectations• Maintain What They Have• Do What They Can To Survive Day To Day

www.despair.com

The Truth Might Be More Like

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• Not Everyone Has The Company’s Best Interest At Heart WIIFM

• What Made You Great In The Past Will Most Likely Not Make You Great In The Future WIIFM

• People Do What Is In Their Self Interest And Supports Their Perceived Power Source WIIFM

What’s In It For Me? WIIFM

# Of Tiles = Power

Case Study – Successful Change

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From To

Bugs / Weeds Products

15,000 Dealers

Farmer As Hick

Stand Alone Brands

Customer Crops

Agri-Centers

MBA Farmers

Combined Brands

Keys To Change: Leadership had vision based on a desire to set the company and brand apart; operations/product management/ marcom collapsed silos; prevalent strategic thinking and planning; timing was everything – sized the moment; over communicated internal and externalResults: 35% Market Share in Soybean and Corn markets, combined all ag products together, moved from number five to number two in industry in three years

Our Business Structure Is Still 1950’s

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While Technology Has Changed Our Thinking Around Work Power Structures Are Still Turn Of The Century

New Thinking Will Challenge All Status Quo Power Structures

Most Business Management Styles Are

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Focused On The Path Of Least Resistance Or Destruction Of The Known

New Thinking Requires More Brain Effort Vs. The Status Quo

Truth In Humor

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What Is Needed For A New Thinking Culture?

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• Need Champions Of Change (Change Agents)

• Need To Support These Champions

• Change Acceptance Starts At The Top – It MUST

• It Is All About Relationship, Awareness & Expectation Building

• Predetermined & Agreed To Processes For New Thinking

“70% of a businesses value is in their intellectual property (IP) and unrecognized” – Alan Greenspan

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• Shift From Reactionary New Thinking To Proactive Continual New Thinking & Improvement

• Culture Of Change Acceptance – Not Looked At As A Pain But As Key Elements Of Sustainable Success

• The Right Brains, Vision and Spirit

• Do Not Attack The Past Instead Focus On The Future

• Share Information, Insights, Thoughts – The More You Give The More People Will Start To Think Differently & Accept



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From ToNitrogen / Hydrogen

One Of Many

Industrial Marketing

Raw Development

Industry Segments

MegaSys – Single Source

Brand & Strategic Marketing

Targeted Technologies

Keys To Change: Leadership changes in key roles; realized growth would come from a market focus not just operational efficiency; clear goal to be global leader in gases and gas technologies; customers demanded more than just solid delivery

Results: Number one gases company in the world, 25% growth in new markets, acquired number one competitor, steady returns, high level of employee satisfaction

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Most Importantly A Focus On Strategic Thinking

Not The Nuts & Bolts Of It All


Strategic Idea Development

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Clearly Supports Business Goals &

Mission

Strategic Relationships Timing/ Velocity

Tools To

Build

Awareness,

Understanding

& Support

Environment Prepared To Accept Change

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MUST HAVE Clarity Around

• Business Model Economic Engine

• Be The Best In The World At

• Passion Of The Leaders

• Opportunity Lens Idea Processes

Transformation Rules

• Get BUY-IN

• Empower OTHERS

• Produce WINS

• Do not BACK OFF

• Rewards positive BEHAVIORS

John Kotter, Harvard

Strategic Idea Development

A Story About Ideas

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“confidently relied upon, but ends up being ineffective” The Maginot Line

New Ideas Are Fleeting, Not About Perfection – The World Moves On

Why We Must Be Proactive, Strategic & Believe In What We Are Doing

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We Must Define, Build and Drive New Business Thinking & Build Cultures Of Idea Acceptance!

No One Asked For a Mini Van

No One Understood The Value Of A FAX

Machine

Only One Guy Believed There Was A Market For

Instant Copies

Federal Express Model Failed Grad. School

Dirty Little Secrets Of Idea Creation

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1. Most new ideas are DOA because there has been no pre-thought or planning – “hey I was thinking” or “lightning bolts”

2. New ideas are usually brought for review before those who will be impacted the most, creating a breakdown in review and questionable objectivity

3. Research is about what was and what is, rarely what might be – it is a look back via snapshots

4. “Must be built here” thinking is deadly to advancement

5. Big group brainstorms do not generate big thinking results – Consensus Kills

Remember A Single Change Cannot Fix All Problems

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Kitty Hawk Theory Of DevelopmentThey weren’t trying to get 300 people to Chicago and provide a warm meal in flight

As you develop new ideas people will try and fix all the ills of the past with one attempt

Keep it focused on your objectives of the effort

Path Of New Thinking?32

Keep In Mind As You Take The Development Path

33Keep The End Objective Clear Prepare For Changes On The Journey

Idea Acceptance Culture

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TRUST

HIGH LEVEL CHAMPION (s)

PROACTIVE SPIRIT

DEDICATED RESOURCES

Strategic

Opportunities

Idea Acceptance = Corporate Culture

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Artifacts & Norms

• i.e. Mission Statement, etc.

Described By Organization Members As Culture

Taken For Granted

BEHAVIOR

ORGANZATION BELIEFS & VALUES

BASIC ASSUMPTIONS

Culture Is Below The Surface: Understand The Reality At All Times

Evaluating Your Environment For Accepting New Ideas

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Dimension

Challenge

Freedom

Idea Time

Idea Support

Associated Questions

• How challenged am I?

• How emotionally involved in the success of the organization am I?

• How committed to the work am I?

• How much autonomy do I have to do my job?

• Do we have sufficient time to think about the consequences of a series of ideas?

• Do we have some resources available to try new ideas?

Center of Creative Studies SUNY Buffalo

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Dimension

Trust & Openness

Playfulness & Humor

Conflicts

Risk Taking

Associated Questions

• Do we feel safe in offering our opinions?

• Are different points of view valued?

• How relaxed is the workplace?

• Is it acceptable to have fun at work?

• To what level do people engage in interactions that are fraught with conflict?

•To what level does the organization support risk taking and accept failure as a part of the process?

Center of Creative Studies SUNY Buffalo

Evaluating Your Environment For Accepting New Ideas

What Is The Foundation Of A Culture Of Ideas

CommonCommonGoalsGoals

Commitment ToCommitment ToMutual GainMutual Gain

OrganizationalOrganizationalSupportSupport

Mutual TrustMutual Trust OpenOpenCommunicationCommunication

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StrategicStrategicRelationshipsRelationshipsInternal/External

Steps To Bring Successful New Thinking Forward

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Assessment of current state of business, product, market, area to be impacted

Velocity – sense of movement forward tied with urgency

Alignment with company, product, division goals

Assess stakeholders (who are they)

Gain support and alignment with high level management team (the highest level)

Build a cross functional team of different level people looking to make a difference – break from the pack (maybe incentive on thinking)

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Need ongoing forum and venue to talk about new ideas, concepts, changes

Variety of tools to share thinking and encourage dialog and support – reduce concern or contempt

Clear vision and understanding of new idea and change needed

Relinquish power to others as idea takes shape

Target digestible chunks – building wins over time

Consistent focus and movement forward

Steps To Bring Successful New Thinking Forward


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From To

100% Sales Focus

Many Companies

No Planning

Limited Merch. Focus

Product & Markets

Single Customer Source

Business & Strategic Planning

New Product Every 3 Months

Keys To Change: Market shift and loss of revenue forced new thinking; right leaders at the right time; processes in place to bring new ideas forward

Results: Shift from a cash strapped model to a cash flush one, ability to recapture old and new customers (60% of growth from new customers), regained market leadership

Do Not Be Overwhelmed

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How Do You Eat An Elephant?

Start With The Tail

Aiming To Hit The Target

From Command & Control

To Collaborate & Connect

The World Is Flat – T. Friedman

Create Focus

•Thinking

•Opportunity Lens

•Planning

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Stage One: Building An Idea Accepting Environment

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Map Out All Stakeholders Assess The Current Players & Where They Stand Meet With Upper Management To Consult With Them – Ask

Lots Of Questions, NO DEBATE Craft A ROUGH Process For Managing Change Activities, New

Ideas, etc. Include: Process Map Sample of How Things Will Be Communicated, Like Positioning Documents

Carry Out An Assessment Of Authority & Decision Making (i.e. Who Owns What In Authority – PICA)

Craft A Stump Speech & Presentation On Need For New Ideas Gain Buy In By Uppers – AND Build A Core Team – All

Different Levels – Title Means Nothing

Who Are Stakeholders?

CCE Employees

Parent Company

Parent BB

Joint Venture Partner Sentinel

JV McGrath

Subcontractors

Vendors

Shareholders

Customers

End users

Communities

JV Employees

Joint Marketing Partners

ConstructionIndustry

Associations University Interns

Via Programs

Taxpayers

Alaskan Native Tribes

Subcontractor Employees

Competition

Government Orgs: OSHA

Family

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Idea Blockers A Simple Model : What Is Your Influence?

Wharton Business School, 200746

Focus: Critical Mass Not Consensus

Do You Trust Them?

AdversaryBedfellow

OpponentAlly

YES

NO

Yes No

TR

US

T

AGREEMENT

?

So You Want To Be A Change Agent

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Must be passionate, yet not take criticism personally – thick skinned

Prolific at communications (written & verbal)

Do not care about recognition for the idea, let the team receive the praise

Make sure as you move into this role you are aligned with your top management – and make sure your risk/reward is tied to performance results

Sense of humor a plus, must be motivated from within

Open, transparent and accessible

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Part sales, part planning, part visionary, part pragmatist, part project manager, part marketing, part operations, part legal – mixed bag of tricks

Creative at packaging ideas

Excellent at listening and bringing thinking forward based on organizational goals and individual preferences

Ability to create a realistic sense of urgency that is accepted by all areas of a business

Seen as a collaborator not a competitor (internal/external)


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Part:

• Master Networker

• Motivator

• Project Manager

• Challenge Lover

• Storyteller

• Positive Spirit

• Realist

• Problem Solver

• Writer

• Fence Mender

• Trusted Advisor


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If there was a family motto for those wanting to impact change and ideas in their companies it would be:

“Assume Nothing”


Needed For Successful Change Agent

TRUST• Capability: Can Do The JOB

• Communications: Meaningful & Timely

• Responsiveness: Understands, Anticipate, Mobilize, Deliver

• Predictability: Set & Meet Expectations, No Surprises

• Compatibility: Cultural Fit, Business Understanding

• Dependability: Certain About Behavior In Uncertain Times

• Mutuality: Common Goals, Individuals Win Because The Team Wins

• Congruency: Perception & Reality Are Aligned & Matched

• Consistency: Standards Are Deployed, Process Thinking Is Evident

• Reputation: Personal Experience, Word Of Mouth, Press, References

Primary Ingredients

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Delivers

Results

Transparency

EthicalListensTrust

Drivers

Let’s Compare Styles Of New Thinking Creation

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• Hydroelectric Generation

• Partial Beam Weapons

• Microwave Communications

• Satellite Technology

Thomas A. Edison Nicola Tesla

Inventor/Business Person

• Electric light

• Phonograph

• Motion Pictures

• Thousands of Patents

• General Electric

Extrovert, Passionate, Force Of Nature, Disheveled, Salesman, Connected To Powerful People, Funded & Supported

Both Brilliant

Both Ambitious

Both Creative

• AC/DC Current

• Wireless Radio

• Gyroscope

• Thousands of Patents

Inventor/Business Person

Introvert, Passionate, Refined, Controlled, Neat Freak, Visionary, Unwilling To Bend To People, Under Funded & Supported

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The Difference:

• Communication Styles & Skills

• Relationship Style & Skills

• Promotion & Sales Skills

• Connects To People Not Just Ideas, Leadership

• Not Abstract, Down To Earth Personality

Maybe A Better Change Agent Example

54He was capable of comprehending cultures completely alien in spirit to his own.

Marco Polo

• Savvy To The Way Of People

• Listened

• Captured The Imagination

• Trusted By Whom He Served

• Able To Deliver

• Was Open To The Reality

• Shared All He Knew

• Communicator

• Approachable

"I have only told the half of what I saw!"

Change, Increased Demands, Limited Resources

Strategic Moves & Relationships Grow In

Importance55

What Strategic Relationships Mean To Ideas

• Could be internal/external

• More than about a contract or silo

• Not sure when, where or how

• All about the why and who

• Shared values, beliefs and mission

• Hard to tell start and end point

• Not a 1 to 1 ratio; 1+1 could = 233

• Greater chance at succeeding with

• Reality check when needed

• Not alone in the quest

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Requires A Shared Vision & Values Focused Forward

Willingness Of Change Agent To Relinquish All Recognition & Power

Strategic Relationship Breakdown

TransactionalExchange

FunctionalRelationship

LimitedPartnership

StrategicRelationship

Time Horizon Short term Long Term Long term Long term

Concern For Other Party

Low Low Medium High

Trust Low Low High High

Investments In The Relationship

Low Low Low High

Nature Of The Relationship

Conflict, Bargaining

Cooperation Accommodation Collaborative

Risk In Relationship Low Medium High High

Potential Benefits Low Medium High High

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From ToBuried Division

100% AMEX

Single Product

Order Taking

Stand Alone Company

Joint Venture

Full Line Of Offering

Solutions Consulting

Keys To Change: Previous failed attempts over three years; flawed research; patent infringement; unsanctioned development efforts; shift in MasterCard leadershipResults: Successfully launched within 3 months new 120 person company with 10,000 customers and over $400M in sales year one, now most successful stored value card provider in the industry with patented technology

Sustaining Collaborative Idea Relationships

Problem Resolution

Continuous Improvement

Regular Reviews To Evaluate Processes

Communication Between Executives & Team

Top Management SupportDealing with problems, issues or concernsCooperation between external and internal personnelResponse to issues/problems before becomes personal

Persistent leadership – “walk the talk”, consistent emphasis on collaboration for problem solving, reward initial disagreements, reward adhering to principles of problem-solving, everyone celebrates in successes, public praise – private mentoring

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Tools To Help Build Change Accepting Environment Stakeholder View (earlier Centennial example)

Influence Grid (earlier example)

PICA Model – Perform, Inform, Consent & Authorize

Opportunity Lens

Touchstone Positioning Document

Craft A Visual Presentation Or Single Page On Idea

Decision Making/Conflict Resolution Process

Ground Rules For Interaction & Discussion

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Tools: PICA Model Helps Clear Up Decision Making

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Gaining Clarity Around Who Authority New Thinking Can Be Managed

Tools: Opportunity Lens Helps Clear Up What Is Critical

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Gaining Clarity Around What Is Important To The Organization Reduces Stress Around “Being Cowboys”

Spend Time With Key Management Building A Lens That New Thinking Will Be Filtered Through

Do Not Make It Overwhelming – One Page Maximum

Keep It Strategic

Tools: Touchstone Keeps Strategic In View

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Gaining Direction Around What Is Of Strategic Importance Helps Guide New Thinking Efforts

This allows for all the key strategic thinking and important elements to be in one place.

Make it available to everyone in the company.

Return to it as things are developed over time.

Tools: Positioning Paper

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Brining All The Thinking Into One Document Allows For Control

Brain Dump On Everything Around A New Idea, New Product, New Market, Change Effort

Should Be As Long As Needed

Include:

• Background

• Mission

• Ideas Definition

• Goals

• Overview

• Market Impact

• Risks

• Features/Benefits

• Competition

• Roll Out Concepts

• Impact On The Business

Tools: Image To Convey Idea

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A Picture Is Worth A Thousand Words

People Think In Different Ways And Take Information IN In Many Different Ways

Come Up With A Visual That Makes Them Stop And Think

Reinforce The Underlying Thinking In Other Ways As Well

Tools: Decision Making/ Conflict Resolution Process

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1. Make an appointment (avoid acting in the heat of the moment).

2. Share all relevant information – facts/feelings, clarify and misinformation.

3. Agree that issue/conflict exists, discuss the situation thoroughly, define the issue and write it down.

4. Identify any other person(s) involved or information needed before discussion.

5. Identify each party’s interests, recognizing that some personal (rather than organizational/professional) interests may be involved.

6. Establish and agree upon prioritized alternative Evaluation Criteria (how will we know what is the best solution? Use Vision elements, Core Ideology, other conditions specific to the issue).

7. Thoroughly discuss the issue and all interests – use active listening, empathy.

8. Jointly develop solution alternatives that meet the most interests of all parties.

9. Evaluate alternatives using agreed upon criteria.

10. Agree on best alternative that satisfies most interests for each party involved.

11. If disagreement persists, jointly design ways to test disagreement – who will participate, what additional information is needed, what process will be used, what questions will be asked, how will information be collected and evaluated?

12. If still no resolution, escalate to the next higher level.

13. When solution is reached, implement and follow up to ensure all involved know the outcome.

AEGIS Building Concepts, Carl DeVilbiss

Tools: Ground Rules

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Test Assumptions and Inferences – Assume means considering something true without verifying it. Infer means drawing

conclusions about what you don’t know, based on what you do know.

– Before reacting to something or making a decision based on something assumed or inferred, ask whether the assumption or inference is correct.

Share all relevant information– Each group member shares all the information she or he has that influences an issue.

– Group members’ feelings are relevant information to be shared.

Focus on Interests, not Positions – The best solution to an issue is the one that meets all group members’ interests. If a

members’ interests are not met, she or he will find it hard to be internally committed to the choice.

– Positions can be in conflict even when interests are compatible.

– Identify all members’ interests before generating possible solutions.


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Be Specific – Use Examples – Specific examples generate valid information because they enable other members to

validate it independently.

Agree on what Important Words Mean – When a word is used for the first time, check that it means the same to all group

members.

Explain the Reasons Behind One’s Statements, Questions, or Actions– Tell others why you are doing something so they can interpret your behaviors properly.

Disagree Openly with Any Member of the Group – Disagreeing openly is consistent with valid information.

Make Statements, Then Invite Questions and Comments– This means expressing one’s point of view (including reasons for it) and then asking

others to respond, including whether they agree or disagree.

– Promotes dialogue as opposed to serial monologue.


Tools: Ground Rules

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Jointly Design Ways to Test Disagreements and Solutions – Agreement on the process and who will conduct it, etc.

– Who is to be consulted?

– What questions will be asked?

– What data is relevant?

– How will data be collected and analyzed?

Discuss Undiscussable Issues – Undiscussable issues are issues relevant to group function that members avoid

discussing for fear of negative consequences.

Keep the Discussion Focused– Ensure that members are discussing relevant issues, everyone is focused on the same

issue, and everyone fully understands the issue.

– Discuss an issue until everyone understands it before moving to possible solutions.

Do Not Take Cheap Shots or Otherwise Distract the Group– A cheap shot is a witty or snide remark that shames or insults someone. Cheap shots

leave the target feeling bad and wondering about the cause or planning for retaliation.


Tools: Ground Rules

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All Members Are Expected to Participate in All Phases of Group Process– In order for the group to benefit most from each member’s viewpoint, all must

contribute to the extent they have relevant information.

Exchange Relevant Information with Non-group Members– The group may need to interact with people outside the group to gather relevant

information.

– Group members should use the ground rules when working with non-group members.

Make Decisions by Consensus– Everyone in the group freely agrees with the decision and will personally support it.

Do Self-Critiques – What ground rules did we use well?

– What ground rules do we need to improve on?

– Exactly what will we do differently next time?


Tools: Ground Rules

Case Study – Failed Change

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From ToNonprofit Mentality

Limited Revenue Stream

Unprofessional

Order Taking

Retail Environment

Multi Streams & Offerings

Well Organized Leader

Solutions Consulting

Drivers To Failure: Business model was not well understood; unskilled or committed resources; aggressive and premeditated attacks and employees not committed; change didn’t happen fast enough; lack of industry support

Results: Business was shut down, assets sold off, all charities were taken care of but 200 people lost jobs and vision of a unique business was lost

Case Study – In Progress Change

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From To

Stealth

Operational Only

100% Federal

Single Offering - JOC

Proactive Brand

Marketing & Sales

50/50 Fed/ Non-Fed

Performance-based

Key To Change: Sold from private owner to public international corporation; shift in Federal marketplace loss of market share; requirement to grow business nationally

Results To Date: Early indicators are positive, 50% of business now non-Federal and 20% in new offerings, successful launch of evolved branding, salesforce in place

Elements Of Successful Strategic Idea Development

Focus A common vision for the relationship, with agreedstrategies and activities

Trust Open communication and disclosure of business drivers

Performance Continuous improvement towards agreed targets

People Clearly defined roles and responsibilities

Proactive Anticipating business needs and providing creative solutions

Profit at Risk Establishing real metrics to drive behavior for all involved

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A Final Challenge To All Of You

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MADE IT!MADE IT!

Many live and guide their lives by fear of failure or fear of the unknown.

Break this path and thinking – reach out and do what you have been thinking.

Have a conversation with your boss, or a peer, or someone you respect, (even a perceived enemy) and talk about what could be.

Do what scares you the most – you will learn a great deal more and grow as a person.

Recommended Reading To Help

The Art Of The Long View by Peter Schwartz

The Power of a Positive No: How to Say No and Still Get to Yes by William Ury

Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant by W. Chan Kim and Renée Mauborgne

The Soul of a Business: Managing For Profit And The Common Good by Tom Chappell

Good to Great: Why Some Companies Make the Leap... and Others Don't by Jim Collins

Our Iceberg Is Melting: Changing and Succeeding Under Any Conditions by John Kotter

The Trusted Advisor by David Maister & Rob Galford75

Recommended Websites

www.jimcollins.com

http://www.theheartofchange.com/ Click on Change Insight Tool in upper corner

http://www.blueoceanstrategy.com/

www.ouricebergismelting.com

http://www.advisorteam.org/ Take The Temperament Test

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Closing Quotes

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“And in an era when more and more work is done long distance by e-mail or by phone relationship building paradoxically, becomes more crucial than ever.” -

Primal Leadership, p51

“I’m a company of one. I have no team, no power; I share people with other projects. I can’t tell people

what to do – but I can convince them by appealing to their agenda” - Primal Leadership, p52

The Right Message Early

Strategic Direction & Relationships – Blurred Bonds

• Change Comes From People & Is Emotional In Nature

• Think Beyond Yesterday

• Craft A Vision That Makes People Interested – Make It Hit Home

Play: http://www.youtube.com/watch?v=bPwv4MIHPcM

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Thinking Differently: Attracting A Team To Drive Change

Must Build Integrated Communities Of Cooperation & Collaboration Based On Trust

Focused On A Bigger Picture Making Change Fun, Understood & Supported

Constant White Water Change

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Thank You For Your Time

David Carrithers, VP MarketingCentennial Contractors

8500 Leesburg PikeSuite 500

Vienna, VA 22182

Office Phone: 703-287-3042Cell: 707-484-3620

[email protected]

www.CentennialNOW.com

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Shaping New Business Thinking SMPS 2007

Business

Transcript of Shaping New Business Thinking SMPS 2007