Blue Ocean Strategy Chapter 7 – Overcoming Key Organizational Hurdles . Dylan Taylor, Scott Bednorz, Jenny Broussard, Grant Moffett. The Four Organizational Hurdles to Strategy Execution . New York Police Department in the Early 1990s. Murder-rate at all-time high New Yorkers under siege
Dylan Taylor, Scott Bednorz, Jenny Broussard, Grant Moffett
Murder-rate at all-time high
New Yorkers under siege
Frozen police budget
Officer moral was at rock bottom
Budget cuts, dilapidated equipment, and corruption within the department
Bill Bratton turned NYC into the safest large city in the U.S.
Felony crime fell 39%
Murder-rate fell 50%
Theft-rate fell 35%
Public confidence in the NYPD jumped from 37% to 73%
Crime rates continued to fall after Bratton left
Beliefs and energies of critical mass of people create an epidemic movement toward an idea
Concentration, not diffusion
Focus on identifying and leveraging the factors of disproportionate influence in an organization
IT new hires have to work the help desk for a certain amount of time
Before Bratton, higher ups though that having an officer ride on every line and patrol every entrance would make subways safer
Bratton achieved sharpest drop in subway crimes by having officers stationed at hot spots
Before Bratton, the narcotics unite worked only 9-5 on the weekdays and made up 5% of the police force
Bratton relocated staff and resources on the hot spot and drug crime declined drastically
influence in motivating
Bratton zoomed in on the 76 precinct heads as his key influencers and kingpins.
Naturally had a ripple effect of touching and motivating the 36,000 NYPD officers and force.
Internal surveys showed job satisfaction reaching an all-time high.
“We would have marched to hell and back for that guy”
Kingpins’ actions and inaction are made as transparent to others as are fish in a bowl of water.
Light shines on who is lagging
behind, and a fair stage is set
for rapid change agents to
Bratton used a biweekly crime strategy review meeting to review the performance of all the commanders.
He placed these commanders in the spotlight in front of everyone else and evaluates their performance based off their crime statistics.
The commander was responsible for explaining how the new strategy is
working and address any issues.
As a result, an intense performance culture was created in weeks.
Incompetent commanders could no longer cover up their failings
The fishbowl gave an opportunity for high achievers to gain recognition for work in their own precincts.
Unless people believe that the strategic challenge is attainable, the change is not likely to succeed.
Bratton broke it down so officers at different levels could relate.
The challenge was to make the streets of New York City safe “block by block.”
Officers had specific goals to meet
and that was it. They were not to
worry about any other challenge.
Angels- most to gain from strategic shift
Devils – most to lose from strategic shift
Consigliere- politically adept and highly respected insider
Strive for win-win between detractors and supporters
Isolate detractors by teaming with angels
Build up counter arguments before the original arguments even start
Educate those willing to learn
CEO is for fracking…suing for fracking near his land?
Creates a problem: is CEO his own devil?
Traditionally told to convert the mass of people during change
Instead transform the extremes
Focus on acts with disproportionate influence