From Blue Ocean Strategy to Blue Ocean Leadership

Transcription

1 From Blue Ocean Strategy to Blue Ocean Leadership Featuring: Renée Mauborgne, professor of strategy and management at INSEAD and co-author of Blue Ocean Strategy and Blue Ocean Leadership JULY 15, 2014 Sponsored by

2 Questions? To ask a question click on the question icon in the lower-right corner of your screen. OCTOBER 17, 2012

3 Presentation Download Link Click on the double links icon here to download the presentation materials. OCTOBER 17, 2012

4 Follow the Conversation on Twitter Use JULY 15, 2014

5 From Blue Ocean Strategy to Blue Ocean Leadership Today s Speaker Renée Mauborgne, professor of strategy and management at INSEAD and co-author of Blue Ocean Strategy and Blue Ocean Leadership JULY 15, #HBRwebinar

6 From Blue Ocean Strategy to Blue Ocean Leadership Renée Mauborgne Professor of INSEAD

7 Blue Ocean Strategy

8 Blue Ocean Strategy Pursues differentiation and low cost to open an ocean of new market space.

9 Blue Ocean Strategy Pursues differentiation and low cost to open an ocean of new market space. Creates new demand by converting noncustomers into customers.

10 Blue Ocean Strategy Pursues differentiation and low cost to open an ocean of new market space. Creates new demand by converting noncustomers into customers. Offers systematic, reproducible, and visual tools and processes for the effective formulation and execution of blue ocean strategies.

11 The Ocean of Untapped Talent and Energy Gallup's 2013 State of the Global Workplace report

12 The Ocean of Untapped Talent and Energy Country Engaged Not engaged Actively disengaged United States 30% 52% 18% costs 1/2 trillion $ Canada 16% 70% 14% Germany 15% 61% 24% France 9% 65% 26% United Kingdom 17% 57% 26% South Africa 9% 46% 45% Australia 24% 60% 16% Russia 19% 63% 19% Japan 7% 69% 24% Korea 11% 67% 23% China 6% 68% 26% India 9% 60% 31% Brazil 27% 62% 12% Worldwide 13% 63% 24% Gallup's 2013 State of the Global Workplace report

13 As Is Leadership Canvas of BRG s Midlevel Managers Control and Play Safe TIME AND EFFORT HIGH AVERAGE LOW AS-IS LEADERSHIP PROFILE: CONTROL AND PLAY SAFE KEY LEADERSHIP ACTIVITIES

14 From As Is to To Be : The Blue Ocean Leadership Grid ELIMINATE RAISE REDUCE CREATE

15 From As Is to To Be : The Blue Ocean Leadership Grid ELIMINATE What acts and activities do leaders invest their time and intelligence in that should be eliminated? REDUCE RAISE CREATE

16 From As Is to To Be : The Blue Ocean Leadership Grid ELIMINATE What acts and activities do leaders invest their time and intelligence in that should be eliminated? REDUCE RAISE CREATE What acts and activities do leaders invest their time and intelligence in that should be reduced well below their current level?

17 From As Is to To Be : The Blue Ocean Leadership Grid ELIMINATE What acts and activities do leaders invest their time and intelligence in that should be eliminated? REDUCE RAISE What acts and activities do leaders invest their time and intelligence in that should be raised well above their current level? CREATE What acts and activities do leaders invest their time and intelligence in that should be reduced well below their current level?

18 From As Is to To Be : The Blue Ocean Leadership Grid ELIMINATE What acts and activities do leaders invest their time and intelligence in that should be eliminated? REDUCE What acts and activities do leaders invest their time and intelligence in that should be reduced well below their current level? RAISE What acts and activities do leaders invest their time and intelligence in that should be raised well above their current level? CREATE What acts and activities should leaders invest their time an intelligence in that they currently don t undertake?

19 The Leadership Canvas of BRG s Frontline Managers Please the Boss Cut Through to Serve TIME AND EFFORT HIGH TO-BE LEADERSHIP PROFILE: CUT THROUGH TO SERVE CUSTOMERS AVERAGE AS-IS LEADERSHIP PROFILE: PLEASE THE BOSS LOW ELIMINATE REDUCE RAISE CREATE KEY LEADERSHIP ACTIVITIES

20 The Leadership Canvas of BRG s Midlevel Managers Control & Play Safe Liberate, Coach & Empower TIME AND EFFORT HIGH TO-BE LEADERSHIP PROFILE: LIBERATE, COACH AND EMPOWER AVERAGE LOW AS-IS LEADERSHIP PROFILE: CONTROL AND PLAY SAFE ELIMINATE REDUCE RAISE CREATE KEY LEADERSHIP ACTIVITIES

21 The Leadership Canvas of BRG s Senior Managers Focus on Day to Day Delegate & Chart the Company s Future TIME AND EFFORT HIGH AVERAGE TO-BE LEADERSHIP PROFILE: DELEGATE AND CHART THE COMPANY S FUTURE LOW AS-IS LEADERSHIP PROFILE: FOCUS ON THE DAY TO DAY ELIMINATE REDUCE RAISE CREATE KEY LEADERSHIP ACTIVITIES

22 Benefits of Blue Ocean Leadership

23 Benefits of Blue Ocean Leadership Quantitative Benefits: Turnover & absenteeism Recruitment & training costs

24 Benefits of Blue Ocean Leadership Quantitative Benefits: Turnover & absenteeism Recruitment & training costs Customer satisfaction scores Financial performance

25 Benefits of Blue Ocean Leadership Quantitative Benefits: Turnover & absenteeism Recruitment & training costs Customer satisfaction scores Financial performance Qualitative Benefits: Leadership and market alignment A sense of freedom and ability to perform Boosted motivation Talent Pull

26 Why Blue Ocean Leadership? Is there a gulf between the potential and the realized talent and energy of your people at work?

27 Why Blue Ocean Leadership? Is there a gulf between the potential and the realized talent and energy of your people at work? If yes, how big do you imagine the gulf is 10%, 40%, 70% of talent and energy that s left unrealized?

28 Why Blue Ocean Leadership? Is there a gulf between the potential and the realized talent and energy of your people at work? If yes, how big do you imagine the gulf is 10%, 40%, 70% of talent and energy that s left unrealized? How much better would your organization likely perform in terms of productivity, creativity, customer service, and employee happiness if you could close the gap?

29 Why Blue Ocean Leadership? Is there a gulf between the potential and the realized talent and energy of your people at work? If yes, how big do you imagine the gulf is 10%, 40%, 70% of talent and energy that s left unrealized? How much better would your organization likely perform in terms of productivity, creativity, customer service, and employee happiness if you could close the gap? Do you know how to close the gap? Do you know how to open up new leadership space to unlock this ocean of unrealized talent and energy that is on your organization s payroll every day?

30 To learn more on Blue Ocean Strategy and Blue Ocean Leadership visit Website:

31 Questions? To ask a question click on the question icon in the lower-right corner of your screen. OCTOBER 17, 2012

32 Thank you for joining us! This webinar was made possible by the support of Citrix GoToMeeting. JULY 15, 2014 Sponsored #HBRwebinar

33 Join us for our next webinar! Register for The First Mile: A Launch Manual for Great Ideas with Scott Anthony, Managing Partner at Innosight, and a frequent author of innovation-related insights in HBR. Register here: JULY 15, 2014