what's slowing you down? unlocking strategic speed in your learning organization
DESCRIPTION
In this interactive session, Tom Atkinson from Forum will provide the headlines from the new book just out from Harvard Business Press and The Forum Corp.: Strategic Speed: Mobilize People, Accelerate Execution. You'll use a diagnostic tool to pinpoint your company's specific barriers to speed of execution, and you'll work with a "speed matrix" to identify the critical few actions you should take to increase strategic speed in your learning organization. Claudine Wolfe from Morgan Stanley will share how the company unlocked speed in the organization, with a highly strategic focus and with unprecedented levels of engagement from across the firm. Tom Atkinson, Ph.D., Director, Customer Research, The Forum Corp. Claudine Wolfe, Managing Director, Talent Management, Morgan StanleyTRANSCRIPT
2010 IIR Holdings, Ltd. All Rights Reserved.
2010 IIR Holdings, Ltd. All Rights Reserved.
What’s Slowing You Down? Unlocking Strategic Speed in Your Learning Organization
Tom Atkinson,VP of Customer Research
The Forum Corporation
Claudine Wolfe,Managing Director, Talent Management
Morgan Stanley
Chief Learning Officer SymposiumApril 13, 2010
www.forum.com
They’re competing on speed
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If yes … then you’re competing on speed
Are your … Products and services becoming commodities? Customers’ needs and wants changing? Patents or intellectual property aging?
Are you … Facing new competition? Needing to expand into new markets? Dealing with longer, tougher sales cycles?
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“Where urgency meets execution.”—Walt Macnee, President, International Markets, MasterCard Worldwide
Speed is hard to get Speed is about the people Leaders drive speed
By The Forum CorporationPublished by Harvard
Business Press(available June 2010)
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What was missing in Toyota’s speed formula?
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“Speed of execution is critical to our ability to sustain our business”
Almost 90%
Agreed
0 10 20 30 40 50 60 70 80 90 100
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Strategic Speed
Reduced time to value
Increased value over time
TIMEVALU
E
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201020061993
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19951990 1996 20021998 2000
67-80% of TQM programs do not create desired results
2 100-company study: well over 50% of change initiatives failed
4 70% of business-critical change efforts fail to achieve expected results
3 70% of reengineering initiatives fail
6 40-company study of major change initiatives: 58% did not gain expected returns
5 80% of major systems investments not used/not delivering intended impact
7 Global study of 1,500 executives: 62% of change initiatives fail to create desired performance results
8 59% of change projects did not succeed; ¼ of firms had 92% failure rate
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1980s and 90s first-generation speed Quest for efficiency
ERP … TQM … BPR … Six Sigma … CRM … LMS
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Today second-generation speed
About the people
Mobilizing groups of human beings to execute quickly, nimbly, successfully
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Our Research
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18 case studies
343 business leaders
> 500 books and articles
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Speed Correlates with Better Results
52%40%
3-Year Average Growth Rates
Operating Income Sales
Faster cos.Slower cos.
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Overattention to pace
Overattention to process
Two Speed Traps
Strategic speed = pace + process + people
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2
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Overattention to Pace
No chance to regenerate regularly 86%No light at end of tunnel of intense work periods 83%Work under constantly elevated pressure 80%Company’s priorities change frequently 75% Lack sufficient resources to get work done 60%
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Bruch, H. and Menges, J.I., “The Acceleration Trap,” Harvard Business Review, April, 2010
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Overattention to Process
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The Three People Factors
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Clarity
Unity
Agility
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Clarity at Northwestern Mutual
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Unity at Turner Construction: Invesco Field
logos
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Agility at Ingersoll-Rand
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2010 IIR Holdings, Ltd. All Rights Reserved.
The Speed of Change: Lessons Learned
Claudine Wolfe, Managing DirectorTalent Management
www.forum.com
Morgan Stanley: Launching a Corporate University
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2007 201020092008
2007
2008
2009
2010
• Taking a hard look at the Learning & Development function
• Surviving financial crisis & seizing opportunity
• Outlined the components of the strategy
• Affirming strategies & flawless execution
Year of Reflection
Year of Survival
Year of Transition
Year of Execution
• Determined pillars of success
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Clarity: Reorient SelfAccept reality and take control by moving from “if only” to “what if”Find purpose and re-energize yourself with itAdjust behavior to lead by example
Accept Reality1. Do I fully understand and
accept the possible consequences of what has changed around me?
2. Am I ready to take control and do something about the new reality?
Find Purpose1. Why do I still want to be
here? What results do I want to create?
2. What opportunities does this crisis present?
3. What should be my biggest priorities at this time?
Adjust Behavior1. Have I given up on my
peers and colleagues or am I working hard to drive win-win agreements?
2. How am I spending my time? Does it match my key priorities?
3. Am I making myself available, listening, and communicating enough?
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Unity: Re-anchor TeamRe-evaluate vision & priorities Align structure & design to new reality Create the culture & climate for success
Vision & Priorities1. Is our vision still valid
despite market turbulence?2. What is the worst-case
scenario and how likely is it?
3. How can we differentiate ourselves amidst the turmoil?
4. Have we narrowed our focus to 3-5 key priorities? What are they?
Structure & Design 1. Do we need to change the
design of our organization? Can we do more with less? How?
2. Do we have people with the right skills and experience on key jobs? If not, what can we do about it?
3. Through this turbulent time, have we clarified individual roles and responsibilities as far as possible?
Culture & Climate 1. What can we do to
incentivize people to behave in a way that is best for the business?
2. Are we getting enough honest feedback about what it’s like to be on this team?
3. How can we use the current turbulence to further develop our good people?
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Agility: Physical, Emotional, and Mental Re-evaluate fitness and physical activity Imagine a state of health and well beingCreate a sense of calm
Physical 1. Is your body in peak
performance to function efficiently and effectively in work and leisure activities?
2. How much aerobic and resistance exercise are you doing to enhance mood states, and improve cognitive function (primarily assessed by reaction time in older adults)?
Emotional 1. Are you overly optimistic
and still hoping things will come back to “normal”?
2. Are you enjoying life and procuring a balance between life activities and efforts to achieve emotional resilience?
3. What’s your capacity to express your emotions and adapt to a range of demands?
Mental1. To what extent are you in a
state of well-being in which you realize your own abilities?
2. Can you cope with the normal stresses of life?
3. Can you work productively and fruitfully?
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Leadership
Leaders create results despite (not because of) the environment.
The greater the uncertainty, the larger the call for leadership.
It’s what you do, not what you meant to do!
2010 IIR Holdings, Ltd. All Rights Reserved.
The Speed of Change: Lessons Learned
Claudine Wolfe, Managing Director
Talent Management