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Culture Eats Strategy for Lunch

Presentation on change to the Toronto Strategic Leadership Forum - Nov. 17, 2011

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Culture Eats Strategy for Lunch

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  1. Culture Eats Strategy for Lunch Every Day Strategic Leadership Forum Ayelet Baron VP, Strategy and Transformation Cisco Canada November 17, 2011 Twitter: @ayeletb Slideshare.net: ayeletb Source: The New How

  2. Implementing strategy is a complex and messy process … It involves People … Source: The New How

  3. Imagine that everyone in your organization could see into the future … Imagine that you had the ability to paint the future in distinct colours … Imagine that these colours would be the colours of autonomy, purpose, mastery and success … Imagine that everyone in your organization had the same vision – would that vision become reality? Change from a slideshare.net. Cannot recall the author

  4. Change #1: Adoption Three years ago there were No Smartphones [as we know them today] Years to Reach 50 millions Users:  Radio: 38 Years TV: 13 Years Internet: 4 Years Facebook: added 100 million users in less than 9 months iPhone applications: 1 billion in 9 months http://mi9.com/uploads/landscape/4154/desert-sand_422_71936.jpg

  5. Change #2 – BYOD We Trust Strangers SOCIAL MEDIA AGE MASS MEDIA AGE PRE MEDIA AGE Consumers dictate Consumer ability to publish content Talk face to face Authority is declining Talk face to face Talk to shop worker Phone call Talk to shop worker Consult a professional Readers letters Phone in; TV / Radio Religious Institutions, state, monarchy dictate the agenda Professional media dictate Consumer influence channels http://blogs.cisco.com/

  6. Change #3—Social Business “Businesses are no longer the sole creator of a brand; it is now co-created by consumers through shared experiences and defined by the results of online searches and conversations … social media has increased the power of the consumer” Brian Solis

  7. Change #3—Social Business THE RELATIONSHIP IS NO LONGER LINEAR Social media: Marketing and PR Transparent Relationship Social business: People and business processes Agile Authentic http://www.flickr.com/photos/timothyschenck/

  8. Change #4—Leadership

  9. Change #4—Leadership What Motivates Us? give me $10,000 give me something I want to do give me the prestige of a new title

  10. Change #5—Transparent Leadership Connected Enterprise • The power to draw resources and people when we need them to solve problems and meet challenges • Relationships, not transactions. Surfing a set of flows usually requires deep, enduring, trusted relationships — because flows are like always-on sets of transactions that happen in continuous time, embedded in a social and cultural matrix • Emergence, not planning. Access — the relationships that power flows — can't be engineered, planned, or forced. • Serendipity, not determinism. "Unexpected encounters that surprise and delight" — the upside of getting all the above right • Potential, not "product." When serendipity happens, your potential — your capabilities and capacities — grow

  11. Change #5—Transparent Leadership The Networked Enterprise A new class of company is emerging—one that uses collaborative Web 2.0 technologies intensively to connect the internal efforts of employees and to extend the organization’s reach to customers, partners, and suppliers “…fully networked enterprises are not only more likely to be market leaders or to be gaining market share but also use management practices that lead to margins higher than those of companies using the Web in more limited ways.”

  12. A massive opportunity to have a different relationship with your customers, partners and employees Co-creation, crowdsourcing, crowdfunding neilperkin.typepad.com/

  13. Change #5 No silos We compartmentalize creativity Try to control it, set targets, apply rules Make it the domain of particular job titles Or box it into brainstorming sessions “The longer you work, the more people want to put you in a silo so they can define who you are on their terms – our job is to never let anyone determine who we are by their terms” John Jay

  14. Source: The New How

  15. Change Management Framework

  16. Source: The New How Source: The New How

  17. The most profound changes are those that disappear. They weave themselves into the fabric of everyday life until they are indistinguishable from it "Over and over again, connecting people with one another is what lasts online. Some folks thought it was about technology, but it's not.“ Seth Godin

  18. Why Change?

  19. ayeletb http://www.linkedin.com/in/ayeletbaron

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