How Leaders Truly Transform Businesses

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TRANSFORM BUSINESSES Disrup’on and transforma’on is nothing new. Agility, innova’on, and opera’onal excellence form the basis for sustainable growth. HOW LEADERS TRULY by Faisal Hoque founder of

Transcript of How Leaders Truly Transform Businesses

Page 1: How Leaders Truly Transform Businesses

TRANSFORM BUSINESSES

Disrup'on  and  transforma'on  is  nothing  new.   Agility,  innova'on,  and  opera'onal  excellence  form  the  basis  

for  sustainable  growth.  

HOW LEADERS TRULY

by  Faisal  Hoque  founder  of

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“Ex/nc/on  is  the  rule.  Survival  is  the  excep/on.” –  Carl  Sagan

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sustainable  transforma/on  is  the  greatest  leadership  and  management  challenge  of  our  /mes.

WITH THE RAPID CHANGE of  the  social-­‐technology-­‐economic  climate…

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Sooner  or  later  almost  every  organiza'on  needs  to  transform  or  diversify  from  their  original  market  intent.  

Disruption & Transformation

is nothing new.

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Started  off  in  1971  selling  espresso  makers  and  coffee  beans.  AGer  his  visit  to  Italy  in  1983,  Howard  Schultz  was  determined  to  actually  brew  and  sell  coffee  in  a  European-­‐style  coffeehouse  –  and  transformed  Starbucks  into  the  na'onwide  coffee  sensa'on  it  has  become  today.

STARBUCKS

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GE  was  founded  as  an  electricity  generator  and  producer  of  ligh'ng  components  to  create  the  power  industry.  But  over  its  130  plus  year  history,  it  has  con'nually  challenged  itself  to  innovate  and  has  produced  everything  from  light  bulbs  to  jet  engines.

GE

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Started  as  an  electronics  shop  in  a  bomb-­‐damaged  department  store  

building  in  Tokyo  and  evolved  into  a  mul'na'onal  conglomerate.

SONY

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Started  as  a  consumer  appliance  company  that  made  radio  tubes.  Today,  it’s  one  of  the  

largest  defense  contractors  in  the  world,  and  makes  microwave  communica'ons  

systems  and  cruise  missiles.

RAYTHEON

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In  1966,  Nintendo  started  producing  electronic  games  and  consoles  and  eventually  became  famous  for  Super  Mario  and  Donkey  Kong  video  games. However,  the  company  existed  several  centuries  before  that.  Producing  everything  from  playing  cards  to  vacuum  cleaners,  and  instant  rice.  

NINTENDO

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EMBARKING ON A TRANSFORMATION is more than just deciding to do something different

or expanding into adjacent markets.

IT  REQUIRES:

I.  Business  Agility II.  Sustained  Innova'on III. Opera'onal  Excellence

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Agility  is  the  ability  to  sense  changes  in  economic  condi'ons  and  the  compe''ve  landscape,  and  to  proac'vely  implement  a  

response.

Business Agility

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Sustained  innova'on  is  the  ability  to  develop  new  products,  services  and  methodologies  that  advance  beyond  the  compe''on,  through  repeatable  processes.

Sustained innovation

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Opera'onal  excellence  is  the  ability  to  consistently  deliver  cost-­‐effec've  products  and  services  at  defined  performance  levels.

Operational Excellence

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ENTERPRISES LOOKING TO ENGAGE a  transforma've  process  should  prepare  themselves  

by  considering  the  following  

SEVEN STEPS:

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1

Establish The  business  purpose  of  each  investment.  Is  it  to  enable  growth,  maintain,  or  manage  risk?

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2 Determine

Whether  the  metrics  you  use  have  changed  along  

with  modifica'ons  in  business,  processes,   and/or  technology.

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3

Agree Upon  metrics  that  show  agility,  innova'on,  and  opera'onal  excellence.

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4 Understand

The  economic  environment  and  how  

your  organiza'on  adjusts  its  strategy  to  changes  in  

the  environment.

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Create The  management  capabili'es  that  support  priori'za'on,  consolida'on,  and  standardiza'on  to  manage  and  define  the  requirements  needed  in  support  of  a  collabora've  culture.

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Translate The  business  strategy  into  tac'cal  plans  for  

short-­‐term  and  long-­‐term  value  crea'on.

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Instill In  teams  the  behaviors  and  values  that  will  lead  to  the  best  use  of  informa'on  for  customer,  supplier,  and  partner  rela'onships.

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A ONE-TIME MAKEOVER DOES NOT CUT IT.

This  requires  new  organiza'onal  structures,  the  crea'on  and  sharing  of  new  kinds  of  informa'on,  and  new  decision-­‐

making  processes.  

TRANSFORMATION IS NOT A SINGULAR EVENT.

GROWTH THROUGH INNOVATION NEEDS TO BECOME PART OF ANY ORGANIZATION’S SOUL.

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“We  have  to  assume  that  everything   we  thing  is  right  today  will  be  wrong  tomorrow.”

- Everything Connects

find out more @ http://everythingconnectsthebook.com

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About Me Founder  of  Shadoka  and  other  companies.  Shadoka  enables  entrepreneurship,  growth,  and  social  impact.  

Formerly  of  GE  and  other  global  brands.  Author  of  several  books,  including  Everything  Connects  –  How  to  Transform  and  Lead  in  the  Age  of  Crea:vity,  Innova:on  and  Sustainability  (McGraw  Hill,  Spring  2014)  and  Survive  to  Thrive  –  27  Prac:ces  of  Resilient  Entrepreneurs,  Innovators,  And  Leaders  (Mo/va/onal  Press,  2015).

Follow  me  @faisal_hoque.

Faisalhoque.com  |  shadoka.com