Doug Ready Senior Lecturer, MIT Sloan School of Management Founder & CEO, ICEDR. January 24, 2018

Transcription

1 Doug Ready Senior Lecturer, MIT Sloan School of Management Founder & CEO, ICEDR January 24, 2018

2 What are the hallmarks or distinguishing characteristics of a? 2

3 3 3

4 Uber The world s largest taxi company, owns no vehicles Facebook The world s most popular media owner, creates no content Amazon & Alibaba The most valuable retailers, have virtually no inventory Airbnb The world s largest accommodations provider, owns no real estate Adapted from Tom Goodwin Something Interesting is Happening 2015 Netflix The world s largest video store has no store. 4

5 But, these are also Game-Changing Organizations 5

6 What about your company? 6

7 The Leader s Role in Building Game-Changing Organizations 7

8 The and of Game-Changing Leaders 8

9 Game-changing leaders do really well. 9

10 The Game-Changing Leader s Job is to Create Clarity Shape Tomorrow Unleash Energy Win Today Build Trust 10

11 The Game-Changing Leader s Job is to Create Clarity Shape Tomorrow Unleash Energy Win Today Build Trust 11

12 What Happens When Every Issue is a Top Priority when Transformation is the Agenda? Disruptive Innovation Carbon Neutral Accelerating urbanization Sustainability Connectivity and Convergence Mindfulness Unipolar to a multipolar world Digitization Smart Technology in Every Product Climate change and resource scarcity Knowledge-Based Economy Income Inequality Reverse Brain Drain Demographic shifts Increased Demand for Transparency Future of Mobility Technological breakthroughs Health and Wellness Global Threats Shift in global economic power Entrepreneurship Rising Inadequate Educational Opportunities Security Reputation *Megatrends as predicted by PwC, KPMG, McKinsey, Forbes, HayGroup, Frost & Sullivan 12

13 Welcome to Your World! 13

14 The story? Your company s path to becoming a game-changer Bold Driving Vision Performance -Focused Brand Purpose -Driven Principles -Led Values/ Principles Strategic and Operational Priorities 14

15 Game-changing companies are purpose-driven performance principles-led -focused Easier said than done! Why is it so difficult to build these capabilities simultaneously? 15

16 Why building game-changing organizations is so hard Companies face embedded tensions and paradoxes when driving transformation: Revitalization Globalization Innovation Optimization Digitization Normalization Simplification Regulation Rationalization Humanization icedr

17 Purposeful Stories 17

18 The Game-Changing Leader s Job is to Create Clarity Shape Tomorrow Unleash Energy Win Today Build Trust 18

19 19

20 Getting Started: Creating a Climate of High Engagement High Big Hat No Cattle Mutually Invested Dialogue/ Exchange Bad Marriage Blame Game Low Low Expectations/ Accountability High 20

21 Unleashing Energy Inclusion leads to a sense of belonging Diverse voices are more naturally engaged Ask for help, but Create a climate of accountability 21

22 Collective Leadership Fajar Andriyanto 22

23 The Game-Changing Leader s Job is to Create Clarity Shape Tomorrow Unleash Energy Win Today Build Trust 23

24 24

25 Here is where we need to talk about the word 25

26 The Power & Perils of Organizational Culture The traditional definition of The way we behave around here. 26

27 Organizational Culture Our shared beliefs Our articulated values Our normative behaviors Rewards and consequences 27

28 But to assess the authenticity of your, we need to add a phrase: The way we behave around here,. 28

29 Or, for the scientists in the room = R + C SB + AV NB

30 An authentic organizational culture can be both glue and grease The glue that binds us together The grease that enables innovation, fresh thinking and resiliency But, an unhealthy culture can also be both glue & grease The glue that keeps us stuck in the past The grease that causes us to slip and fall when we lose our way 30

31 Trust is built by aligning Promises Made with Promises Kept

32 The Game-Changing Leader s Job is to Create Clarity Shape Tomorrow Unleash Energy Win Today Build Trust 32

33 Stand Out Be Different Organizational Capability: Skills/processes that create differentiated competencies leading to competitive advantage. Get Noticed Generate Value 33

34 The Game-Changing Leader s Job Building the Capabilities to Move from Inspiration to Implementation Approximately 2/3 of companies say building organizational capabilities is a top priority 1/3 actually do it. from McKinsey Global Survey Building organizational capabilities 2010 Why? 34

35 Why building game-changing organizations is so hard 1. Upper level executives see and feel fewer problems with their current strategy than those at the customer interface. 2. Often, organizational culture makes it very hard for those who perceive the need for change to speak up. 3. Talk is cheap saying it doesn t make it so we need to invest time and resources into building a new future. 4. Routine is comfortable. We have succeeded at creating it. Change is uncomfortable, so we find all kinds of creative approaches to resist it. 35

36 Win Today Disciplined execution Customer obsession; shareholder happiness; employee excitement Cross-border know-how 36

37 The Game-Changing Leader s Job is to Create Clarity Shape Tomorrow Unleash Energy Win Today Build Trust 37

38 Is it really possible to shape the future? If so, where on Earth will we find the leaders to do so? 38

39 Building a World-Class Talent Factory

40 Developing Your Next-Generation of Game-Changing Enterprise Leaders Is this an challenge? or Is this a challenge? or A bit of?

41 Developing Enterprise Leaders

42 So this we know Create Clarity Shape Tomorrow Unleash Energy Win Today Build Trust So why do so many aspiring leaders struggle or derail? 42

43 The Great Paradox If you want to be a game-changing leader 43

44 Skillsets and Mindsets 44

45 Game-Changing Leaders in today s complex companies must cultivate Skillsets and Mindsets Skillsets Mindsets 45

46 The Enterprise Leader s role is to enable others to gain the perspective and context to think and behave on behalf of the enterprise s customers and stakeholders 46

47 Mastering Is there a Secret Sauce in Integrating Skillsets and Mindsets? 1. Urgency with patience 2. Collective leadership with individual accountability 3. Developmental coach with relentless performance 4. Perpetual student with inspirational teacher 5. Humble steward with bold change catalyst 47

48 Mastering dualities Case example: Alan Mulally, President and CEO of Ford Motor Co ( ) In the course of the Ford turnaround, I had to embrace five seemingly contradictory mindsets: Both Urgency and Patience Both Collective Leadership and Individual Accountability Both Developmental Coach and Relentless Performance Driver Both Student and Teacher Both Servant and Change Catalyst From MIT SMR Spt When I joined Ford, there was a good chance the company would go out of business if we couldn t improve performance. That created a tremendous urgency, but I also had to be patient. Executives were afraid to speak up I I knew needed that more we had than to just get a to vision a breakthrough and a list of by principles getting to to the change place Ford. where Leaders executives from felt all they parts could of the share company their real met situations together to with report their on colleagues. the status I of each just had group s to keep work my toward emotional achieving resilience, its part while of the I continued company s to business encourage plan. We transparency. One would of the work working together together to discuss principles the problems and practices that executives I brought to identified Ford was and that to we help would one have another a compelling turn the reds vision, to yellows comprehensive to greens. strategy, and relentless implementation plan. I had to be a patient coach, but I also had I zero was tolerance trying change for people a culture, violating so the I started expected every behaviors meeting we by talking had agreed about to. purpose, I let them performance, know that if they and didn t principles. want During to change, the rest it would of the probably weekly be better business-plan-review for them and all of us meeting, if they moved I talked on. I love our employees. I believe in them the in least, what because they can I do was individually listening and learning and what from we can other do executives collectively. presentations I affirm that I m and going facilitating to include involvement them, listen and participation. to them, and respect them. We are all going to hold ourselves collectively accountable for following our processes and our expected behaviors. What more could I do to love people than to help create a healthy work environment that delivers high performance and profitable growth.

49 I m a bridge builder that s what I do. To be successful, I must work with my team to align our agenda locally in Israel with the broader Unilever enterprise agenda. I need to help my people see how the pieces of the puzzle fit together. ANAT GABRIEL, CEO, Unilever Israel Brokering takes more time to learn how to do effectively we are talking about developing perspective, the capacity to consider a problem and place it in a broader context. It s a matter of developing a mindset, really a way of thinking about the world around you. ROD MACKENZIE, EVP, Chief Development Officer, Pfizer We have created a culture and a mindset where knowledge is brokered for positive action. Every team member has an accountability to listen, to translate and to act. Things bubble up and are driven down. This is how we ve built the trust we needed to truly transform. PAUL RAFFIN, President & CEO of The Frye Company, Li & Fung 49

50 If we are going to build organizations that are Purpose-driven; Performance-focused; and Principles-led, we need to cultivate a new perspective on the skillsets and mindsets of our enterprise leaders.

51 Thank you! If you have any further questions, please contact me at 51