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.  

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Patrick  Dixon  is  Chairman  of  Global  Change  Ltd  and  has  been  ranked  one  of  20  most  influenKal  business  thinkers  alive  today  (Thinkers  50)  

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For  hundreds  more  presentaKons  and  arKcles:  hQp://www.globalchange.com  Over  5  million  video  views:    

hQp://www.youtube.com/pjvdixon  

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ALL      BIG      TRENDS      ARE      RELATED  !

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How  are  compeKtors  also  planning  to  change?  !

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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”  

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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  

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Strategies and change management

programmes often overtaken by events

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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

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• In  June  2013  -­‐  so  much  wind  and  solar  that  electricity  prices  became  negaKve    

• -­‐  minus  EU150  /  MWhr  !!        (normal  EU50)

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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  

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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