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Solving Tough Business Problems Using Quadrant Thinking

Solving Tough Business Problems Using Quadrant Thinking. Joe DiDonato Management Consultant. 1. agenda. The Journey. 1. Quadrant Thinking: Case Studies . 2. Quadrant Thinking: How to Create Multi-Dimensional Strategies. 3. Workshop . 4. the journey.

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Solving Tough Business Problems Using Quadrant Thinking

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  1. Solving Tough Business Problems Using Quadrant Thinking Joe DiDonato Management Consultant 1

  2. agenda The Journey 1 Quadrant Thinking: Case Studies 2 Quadrant Thinking: How to Create Multi-Dimensional Strategies 3 Workshop 4

  3. the journey

  4. the first factor:the pace of change impacted us

  5. according to wharton school Study Finding:: When new product generations appear every 12 to 18 months, there is not enough time to develop the necessary skills in-house, so companies are better off hiring workers from the outside labor market who have the skills required, rather than investing in developing those skills inside the firm. Synopsis from the WSJ article and The Wharton School of Business

  6. bypassed as trusted advisors • CLASSROOM • BOOKS • ONLINE • DIGITAL LIBRARIES • WBT • AUDIO • VIDEO • IDL • OTHER: ___________ When IT people were asked which of the following “education formats” they most preferred, the highest approval went to a write-in: 96% X

  7. information overload A Delphi Group study showed that knowledge workers spend 25% of their day in search of information to do their jobs.

  8. the new workplace realities • The Top 10 in-demand jobs in 2010 didn’t exist in 2004.* • Today’s new employees will have 10-14 jobs by the time they are 38 years old.** • 1 in 4 workers have been in their jobs for less than one year.** • 1 in 2 workers have been in their jobs for less than five years.** *Source: Former U.S. Secretary of Education Richard Riley **Source: US Dept of Labor

  9. the new education reality Our schools and colleges are preparing students for jobs that don’t yet exist; using technologies that haven’t been invented yet; in order to solve problems that we don’t know are problems yet. Karl Fisch – “Did You Know?”

  10. more evidence appeared • We were suddenly witnessing exponential growth in data, knowledge and information – a terabyte/week But it wasn’t only happening to us… • Science had advanced more in the last 5 years than in the previous 5,000 years • We were processing more information in a 24-hour period than our ancestors did in a lifetime – 500 years ago • One week of the New York Times contains more information than a person living in the 18th century would encounter in a lifetime. People were dealing with huge amounts of data, information & knowledge

  11. more evidence appeared • More than 3,000 books are published – every day. • The amount of new technical data is doubling every year. That means everything a freshman learns in his/her freshman year will be outdated by their 3rd year of studies. • YouTube didn’t exist a few years ago, but now streams 100 million video streams per day. People were dealing with huge amounts of data, information & knowledge

  12. so why was this important? 12

  13. the second factor:our communications changed radically

  14. an explosion in social networks Google, Yahoo!, Twitter, Facebook, Save, Slashdot, MySpace, YouTube, Ning, Digg, Text, Live, Del.icio.us, Stumbleupon, Reddit, Google Bookmarks, LinkedIn, Bebo, Buzz Up!, Blogger, Yahoo! Bookmarks, Mixx, Technorati, FriendFeed, Propeller, WordPress, Newsvine, Xanga, Blinklist, Twine, Twackle, Diigo, Fark, Faves, Mr. Wong, Current, LiveJournal, Kirtsy, Oknotizie, Care2, AIM Share, Meneame, Simpy, Blogmarks, N4G, Add to BX, Funp, Sphinn, Fresqui, Dealspl.us, TypePad, and Yigg. The proliferation of communities and technologies continues, both internal and external to the company

  15. why are they going there? • Answers • Solutions • Information • Knowledge • Data • Peer Forums • Peer Wisdom • Inspiration

  16. the “digital tribe” arrives 16

  17. new communication realities • These new communication channels opened new management challenges • Audiences were suddenly more diverse – both inside and outside of the company • Divergent values and beliefs were coming into direct contact

  18. new communication realities • 49% of internal communications were via email* • 29% were via SMS messaging* • 10% were via internet messaging* • On average, people were spending approximately 49 minutes each day to sort their inboxes • Meetings accounted for 10 hours each week • Less than 10% of our employees were responding to our messaging *Source: Fifth Business 18

  19. The problem with communication…is the illusion that it has been accomplished. George Bernard Shaw 19

  20. time for a fresh perspective 20

  21. the emergence of new audiences “Def: Spiral Dynamics is a model created by Clare Graves and Ken Wilbur about human thinking and development – it says that human intelligence is evolving and developing within the context of the world in which we live. This development is the key to how we perceive and interact with the world – we see the world as we are, not as it is…” Dr. James Lockard

  22. the emergence of new audiences Beige – Archaic-Instinctual. Individualistic. The level of basic survival; food, water, warmth, sex, and safety have priority. Uses habits and instincts just to survive. Forms into individualized bands to perpetuate life. No self-awareness; unable to function in modern society. Where seen: First human societies, newborn infants, senile elderly, and shell shock. % of Adult Population: 0.1% % of Power: 0% Source: Dr. James Lockard

  23. beige – archaic, instinctual % of Adult Population: 0.1% % of Power: 0% 23

  24. the emergence of new audiences Purple – Magical – Animistic. Collective. Thinking is animistic; Magical spirits - good & bad - swarm the earth, leaving blessings, curses, and spells that determine events. Forms into ethnic tribes. The spirits exist in ancestors and bond the tribe; strong attachment to rituals. Where seen: Earliest tribes; voodoo-like curses, family rituals, magical ethnic beliefs and superstitions; strong in 3rd world settings, gangs, athletic teams and corporate tribes. New age spirituality and angels. % of Adult Population: 10% % of Power: <1% Source: Dr. James Lockard

  25. purple – magical, animistic % of Adult Population: 10% % of Power: <1%

  26. the emergence of new audiences Red – It’s all about Power. Individualistic. Powerful, impulsive, egocentric, heroic. Feudal lords protect underlings in exchange for obedience and labor. Conquers, outfoxes, and dominates; enjoys self to the fullest without regret or remorse. Where seen: The “terrible twos,” rebellious youth, frontier mentalities, James Bond villains, soldiers of fortune, wild rock stars, Attila the Hun, Lord of the Flies. % of Adult Population: 20% (30%) % of Power: 5% (~5%) Source: Dr. James Lockard

  27. red – it’s all about power Street Gangs Bill The Butcher Gangs of New York % of Adult Population: 20% (30%) % of Power: 5% (~5%) Attila the Hun

  28. the emergence of new audiences Blue – Conformist Rule. Collective. Life has meaning, direction and purpose. Outcomes determined by an all-powerful Other or Order. The righteous Order en-forces a code of conduct based on absolutist and unvarying principles of right & wrong. Rigid social hierarchies. Law & order. Impulsivity controlled by guilt. Only one right way to think about everything Where seen: Puritan America, Islamic Fundamentalism, Confucianist China, Dickensian England, Singapore discipline, Boy and Girl Scout, FBI, old IBM, “Moral Majority,” patriotism (all isms), the Amish. % of Adult Population: 35% (65%) % of Power: 20% (35%) Source: Dr. James Lockard

  29. blue – conformist rule % of Adult Population: 35% (65%) % of Power: 20% (35%)

  30. the emergence of new audiences Orange – Scientific Achievement. Individualistic. The self escapes the herd mentality of the Blue, and seeks truth & meaning in individualistic terms – experimental, objective, mechanistic, operational – “scientific” in the typical sense. “The world is a rational and well-oiled machine with natural laws that can be learned, mastered, and manipulated for one’s own purpose.” Where seen: The Enlightenment, Ayn Rand’s Atlas Shrugged, Wall Street, the Riviera, emerging middle classes around the world, cosmetics industry, trophy hunting, colonialism, the Cold War, fashion industry, materialism, liberal self-interest. % of Adult Population: 25% (90%) % of Power: 50% (85%) Source: Dr. James Lockard

  31. orange – scientific, achievement % of Adult Population: 25% (90%) % of Power: 50% (85%)

  32. the emergence of new audiences Green – The Sensitive SelfCollective. Communitarian, human bonding, ecological sensitivity, networking. The human spirit must be freed from greed, dogma, and divisiveness; feelings and caring supersede cold rationality; cherishing of the earth. Green is judgmental about “judgmentalism.” Emphasis on dialogue, relationships. Reaches decisions through consensus. Spirituality, harmony, anti-hierarchy, subjective, sensitive. Where seen: Deep ecology, human rights, Netherlands idealism, Canadian health care, humanistic psychology, liberation theology, Greenpeace, animal rights, politically correct. % of Adult Population: 8% (98%) % of Power: 15% (100%) Source: Dr. James Lockard

  33. green – the sensitive self % of Adult Population: 8% (98%) % of Power: 15% (100%)

  34. spot any co-workers yet? 34

  35. the emergence of new audiences Yellow – Integrative. Individualistic. Life is a kaleidoscope of natural hierarchies, systems, and forms. Flexibility, spontaneity, and functionality have the highest priority. Know-ledge and competency should supersede rank, power, status, or group. “The prevailing world order is the result of the existence of different levels of reality and the inevitable patterns of movement up and down the dynamic spiral. Good governance facilitates the emergences of entities through the levels of increasing complexity (nested hierarchy). Where seen: Dalai Lama, Barbara Marx Hubbard, Gandhi. % of Adult Population: ~2% % of Power: Un-elected but powerful influence Source: Dr. James Lockard

  36. yellow – integrative Gandhi Barbara Marx Hubbard Dalai Lama

  37. why is this knowledge important? • Within both your customer & internal audiences you are dealing with at least 3 or 4 levels at any one time in today’s world; • All business strategies must be communicated across this varied audience. • People only see and hear the messages to which they relate, and those messages are then filtered by their beliefs. 90%

  38. let’s try some messaging 38

  39. communicating to the new audiencesremember: it’s how others see their world External: Message: IT Certifications Message: Water Conservation Message: New Service/Product Offerings Internal: Message: Layoffs Message: Implementation of New Systems Message: Mergers & Acquisitions Message: Promotions Message: Office Moves Message: Employee Actions 90%

  40. We use Quadrant Thinking to solve our business challenges, and we use our knowledge of our audiences to communicate our actions. quadrant thinking: case studies

  41. quadrant thinking is intuitive Establishing Business Rules and “What If’s” Probable Case #1 Best Case Business Driver #1 Probable Case #2 Worst Case Business Driver #2

  42. case study: Shell Oil 42

  43. Shell Oil and OPEC

  44. Shell Oil and OPEC Answer: Lease half the fleet…

  45. case study: Countrywide (BofA) 45

  46. business drivers

  47. at the division level Business Analysis: • ± 50% Business Fluctuation • 2080 Different Technologies • Labor – Highest Expense • Facilities – Second Highest • Equipment – Third Highest • Seasonality = Cycles of Hiring/Layoffs • Business/Budget Planning Went from 5 years to 3 years to 1 year with quarterly adjustments - the problem was one-quadrant planning Countrywide’s IT Education

  48. at the division level • New Business Rules: • Outsource 50% of labor force • Own only 50% of classroom space • Create portable classrooms-in-a-box concept • Determine our core expertise – outsource the rest • Classify courses into a range of critical to non-critical • Analyze technology importance from emerging to legacy • Produce legacy courses in India • Develop Multi-Quadrant Plans Countrywide’s IT Education 48

  49. at the division level • Benefits: • Avoided erroneous decisions made under pressure • Took the ‘emotion’ out of tough business decisions • Best people were retained – “first to leave when rumors spread” • Allowed continuing level of customer service • Most importantly, employees knew and understood the “game plan” and quit worrying about their jobs and focused on performance Countrywide’s IT Education

  50. now that you get the idea…

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