applied theories
TRANSCRIPT
John Kotter: Leading Change
Attitude fuels change
“The journey of a thousand milesbegins with one step.”
Lao Tzu
“Your attitude, not your aptitude,will determine your altitude.”
Zig Ziglar
Attitude fuels change
Langdon Morris. 2014.”Agile Innovation”..
Ecosystem Design
Organization design
Strategy design
Product Service System
Bu
sin
ess
mo
de
lstr
ate
gy
Organizational
Structure
Innovation
CultureIntrapreneurship
Customer
Orientation
Why do we do How do we do What do we do
Exploration Ideation Prototyping Implementation
How organic understanding of design in a company can foster innovation
Desarrollo de equipos, Katzenbach & Smith
Work group
Fake team
Potential team
Real team
High-performance team
Time
Eff
icie
ncy
Experience Economy
Economía de la Experiencia Joe Phine and Gilmore
Teoría de las 4-Es para generar experiencia al cliente
Cuando aprendemos e innovamos sucede que…
Ref: Gilmore II & Pine
TEORÍA CREACIÓN DE CONOCIMIENTO, Nonaka & Takeuchi
Socialización
Empatía
Externalización
Concepto
Personificación
Internalización
Combinación
Combinación
Tá
cito
Tá
cito
Exp
lícito
Explícito
Exc
plíc
ito
Explícito
Tácito Tácito
Phases of Knowledge Creation
Dialogue
Learning by Doing
Ta
cit
kn
ow
led
ge
Ex
plicit
kn
ow
ledg
e
Interaction and conversations withothers, brainstorming, intensive
thinking, self-reflection
Action, using plans, doing
Trasferrable knowledge,analysis, plan, list, picture,
model, book, knowledge base,manual
“Silent knowledge”, intuitiveknowledge, practical knowledge,
hard-to-describe -knowledge
“talking during breaks”, formal
Window 1Talking, “throwing ideas”,
“talking during breaks”, formaldialogue sessions
Crystallizing ideas, making listsof main points, finding leverage
Window 2Crystallizing ideas, making listsof main points, finding leverage
points
Window 3Making specific plans and
prototypes, creating theories,finding interesting ideas and
theories from books
Window 4Testing ideas in practice, using
plans to generate action
SosializationInteraction
ExternalizationCrystallizing
ideas
InternalizingAction and
testing ideas
CombiningCreating amodel or a
theory
Adapted from: Nonaka, Ikujiro & Takeuchi, Hirotaka. 1995. The Knowledge-Creating Company.
Business Model Canvas by Alex Osterwalder.
“Long Tail: Why the Future of Business is Selling Less of More” - Chris Anderson
ABCD Method: Backcasting power
NATURAL STEPS: Framework for strategic sustainable development.Dr. Karl-Henrik Robert
Dee Hock´s leadership Model
OF YOUR TIME, USE
55% TO LEAD YOURSELF
20% TO LEAD YOUR PEERS
20% TO LEAD YOUR LEADERS
5% TO LEAD YOURSUBORDINATES
And hire the right people to let themdo the same
The Living Company by Arie de Geus
“The connected company” de Dave Gray”
5 layers to understand complex systems:
NATURAL STEPS: Framework for strategic sustainable development.Dr. Karl-Henrik Robert
Peter Senge’s “SYSTEM THINKING”Archetype “shifting the burden”:A problem is handled by a simple solution with immediate effect, thereby "healingthe symptoms". The primary source of the problem is overlooked because itsremedy is demanding and it has no immediate outcome. A side effect hides andreinforces the negative effect until it’s too late.
Raymon Vernon’s “Product Life Cycle”
Demand Limited to early adoptersRapidly increasing marketpenetration
Customers knowledgeable andprice sensitive
Obsolescence
ProductPoor quality; frequent designchanges
Design and quality goes onimproving
Trend to commoditization; attemptsto differentiation
Commodities the norm;differentiation unprofitable
Competition Few companies Entry, mergers and exitsShakeout; price competitionincreases
Price wars
Key successfactors
Product innovation in a newmarket
Fast product development;process innovation
Cost efficiency; scale efficiencyLow overheads;rationalizing capacity
“The Alchemy of Growth: Practical Insights for Building the Enduring Enterprise”
Mehrdad Baghai
“Open Innovation” de Henry Chesbrough
“Open Innovation” de Henry Chesbrough
Employees
Managers
Directors
Suppliers
Customers
Competitors
People
Purchasers
Installers
Maintainers
Research centers
Start-ups
Inventors
Government
New fieldsto exploreproactively
STAKEHOLDERS
“Blue Ocean Strategy” de W. Chan Kim y Renee Mauborgne
“The Lean Start-up” de Eric ries
Change
“If you do not change direction, youmay end up where you are heading.”
Lao Tzu
“If the rate of change on the outsideexceeds the rate of change on theinside, the end is near.”
Jack Welch
“New Rules for the New World: Cautionary Tales for the New World Manager” de Eddie Obeng
++ RISK
-- CHANGE
Competitivenesssales
costs
yesterday today tomorrow
“Competing for the Future” de Gary Hamel y C.K. Prahalad
“Most companies work from left toright […]. When performance declinesthe first assumption is that thecompany has gotten fat, soinvestment and headcount areattacked.If this fails […] as is usually the case,senior managers may conclude thatthe company has also gotten lazy,and that core processes are rife withneedless bureaucracy […]. Areengineering program is adoptedwith the objective of shaping upsloppy processes.But […] restructuring andreengineering may ultimately be […]too late if a company's industry ischanging in a profound way […]. Toooften, profound thinking about thefuture and how to shape it occurs onlywhen present success has beensubstantially eroded. To get ahead ofthe industry change curve, to have thechance of conducting a bloodlessrevolution, top management mustrecognize that the company may beblind as well as fat and lazy. It mustattack the strategy regeneration andindustry reinvention agenda in concertwith […] the restructuring andreengineering agenda.
“Competing for the Future” de Gary Hamel y C.K. Prahalad
“Theory U” de Otto Scharmer
Theory U is a change management method to transform unproductive patterns of behavior. The method hasbeen explicitly developed to handle process issues associated with relational dynamics. The method is basedon transforming observations into intuitions and judgements about the present state of a given organization anddecisions about the future.