Shift Happens! - HDAW · Shift Happens! How to think like Steve Jobs ... • Retail stores vs....
Transcript of Shift Happens! - HDAW · Shift Happens! How to think like Steve Jobs ... • Retail stores vs....
-
Shift Happens!How to think like Steve Jobs
and be a Shift Disturberin the HD Aftermarket
Presented by Rick Funston
Heavy Duty Aftermarket ConferenceLas Vegas, January 2017
-
Steve Jobs Chief Shift Disturber1997 Jobs returns to APPL Microsoft had won PC WWI 1981-1997 MSFT had worlds 3rd biggest market cap ($160B) Apple was Fortune #496 lost $1 billion in 1996 APPL market share had fallen from 16% to 4% APPL stock price had fallen from $70 to $14 - 90 days from bankruptcy MSFT loaned APPL $150 million to help keep them afloat By 2012, APPL had become #1 market cap MSFT had fallen to #9 to $224B (from 1999 high of $586 B)
Copyright 2017. All rights reserved. Funston Advisory Services LLC 2
-
WW2 1997-2012
3
Think Different Pirates Hippies Change the world Control the entire experience Integrated devices /software (not PCs) Consumer goods Mobile Touch Cannibalize Closed system A team only Concentric hierarchy
Microsoft/IBM PC compatible Apple
Think The Navy Nerds/Geeks A computer on every desk Synergy thru 3rd parties Windows / software only Business only Desktop / stationary Type Never cannibalize Open system Stacked ranking Divisional pyramid
Copyright 2017. All rights reserved. Funston Advisory Services LLC
-
Forces of Creative Destruction are always at work Sooner or later the industry leading business model will be replaced Will you see it coming? Will you be prepared? Will you survive and thrive? Will you have your shift together? Will you be a shift disturber? Will you be the Steve Jobs of the HD Aftermarket?
4
The future aint what it used to be Yogi Berra
Copyright 2017. All rights reserved. Funston Advisory Services LLC
Shifts in Strategic Business Models
-
Hindsights Easy
Is it possible to see these shifts prospectively? Drum shift to ADB? Rear view mirror shift to rear cameras?
How valuable would this foresight be? Offensively? Defensively?
Challenge is to get alignment on the bold moves needed to create and sustain competitive shift and advantage
5Copyright 2017. All rights reserved. Funston Advisory Services LLC
The farther back you look, the farther forward you can see Winston Churchill
How to see the next
shift coming
-
Not First nor Last!
Life short Art long
Opportunity fleetingExperience misleading
Judgment difficult
Hippocrates 400 B.C.
Copyright 2017. All rights reserved. Funston Advisory Services LLC 6
-
Overview
Big shifts are happening quickly in the HD Aftermarket Its business model warfare Adapt, wither or die! Need to think out of the box - radical innovation Takes exceptional leadership
Copyright 2017. All rights reserved. Funston Advisory Services LLC 7
-
HD Aftermarket Intelligence
Received input from a lot of people: Tim Kraus and HDMA team Commercial Vehicles Solutions Network HDMA Education Committee Dave Slaman Survey of HD Distributors and Suppliers
8Copyright 2017. All rights reserved. Funston Advisory Services LLC
-
Presentation in Two Parts
1. HD Aftermarket Survey Results2. How to wage Business Model WARFARE
Copyright 2017. All rights reserved. Funston Advisory Services LLC 9
-
Business Model
The way an organization creates, delivers
and captures value
10Copyright 2017. All rights reserved. Funston Advisory Services LLC
-
Leadership, Vision,
Strategy & Organization
Value Proposition
Profit System
Product / ServiceSystem
Business Model
Copyright 2017. All rights reserved. Funston Advisory Services LLC
Create
DeliverCapture
Value
21st Century HD AftermarketBusiness Model?
Competitive Ecosystem
-
Heres What You Said HD Aftermarket Survey 2016
77 responses (quantitative and Verbatims) 38 Distributors
16% over $100 million in sales 47% have more than 100 employees Target market - 82 % not first truck owner
39 Suppliers 56% over $100 million in sales 68% have more than 100 employees Target market - 73% not first truck owner
12Copyright 2017. All rights reserved. Funston Advisory Services LLC
-
Shifts in Competitive EcosystemInteractive, Complex, Fast Legislative, Regulatory, Tax & Policy Uncertainty Fast and accelerating tech shifts / faster obsolescence Growth of Private Brands Increasing Channel Consolidation & Co-Opetition
Suppliers Customers Dealer Competition / Pricing Imports (Quality / Price / Volume)
Influx of low cost, low quality? import parts Parts / Number Proliferation Same Day Delivery
OEMs coming on very strong Vertical Integration of OEM's
OEM stronghold on part replacement
OEMs are coming after our business
Increasing proprietary parts at OEM level
Direct competition at fleet level
Driving original purchaser to return to dealership for parts
Fleets pushed to the OEMs network due to technology.
Copyright 2017. All rights reserved. Funston Advisory Services LLC 13
-
Shifts in Competitive EcosystemDistributors
Traditional distribution channels are blurring
Technology is at the OEM now. Not an Aftermarket item
OEMs already gaining market share
Telematics is the next OEM dominant position
Some suppliers will sell direct which opens the floodgates.
Internet = reduced service at lower cost
Tech Savvy distribution channels will be an alternate source of components (Amazon like)
Suppliers All participants will have to prove their value.
Efficiency in the supply chain will be an ongoing focus. Keep up with technology or you lose.
White box high tech products will change the market structure
All Makes programs will compete in Aftermarket
Telematics require humans to interpret and act upon the resulting data.
At the current time, the HD industry doesn't have the human brain power to make use of Telematics on a wide basis.
Copyright 2017. All rights reserved. Funston Advisory Services LLC 14
-
Shifts in Products / Services
Increased durability/longer replacement cycles Imported knock-offs
Quality is improving or equal
Channel conflicts Distributor Consolidation Direct Supplier to Customer - bypassing Distribution On line sales
Demand for Product Knowledge Understanding features & benefits of products
Rising costs of Inventory and Asset Management
Obsolescence / Inventory Turn / Value Having inventory to quickly satisfy fleet needs
Availability of parts for late model engines/truck from suppliers
Branded OEM based
Aftermarket parts for European platforms
15Copyright 2017. All rights reserved. Funston Advisory Services LLC
All truth passes through three stages. First, it is ridiculed. Second, it is violently opposed. Third, it is accepted as being self-evident. Arthur Schopenhauer
-
Shifts in Profit System
Margin Erosion Especially if competing on price
only Supply chain / inventory
management challenges with part proliferation
Cost of keeping up with technology / obsolescence
Pricing Internet Dealers Overseas knockoffs
16Copyright 2017. All rights reserved. Funston Advisory Services LLC
Value / Quality vs Price tradeoffs
-
Profit System Distributors
Quality products, great service, low prices, everybodys dream. Pick the two you want to have
Need the inventory. Price doesnt matter if you dont have it
Accounts, where only pricing matters, are typically not very profitable
We make our biggest profit on obsolete parts Need to be more proactive promoting the
value of parts availability and service we provide
Push technology boundaries - be part of it, not a bystander
Suppliers Price is a consideration but technology is the
goal for our products
Depends on the product line. Some will command a premium, and others will become increasingly commoditized
Uptime and cost per mile drives the fleets. If you dont contribute to improvement you are going to be replaced
Lower cost is dependent upon the area and the number of competitors. There is also online ordering
Being the highest value supplier Service is as important as price
Copyright 2017. All rights reserved. Funston Advisory Services LLC 17
-
Profit SystemDistributors OEM dealers have a better
infrastructure to supply parts.
Margins for distribution are not high enough to support the amount of inventory required to compete with OEMS
The only way to combat the OEMs is to have it on the shelf
Suppliers Cant sell out of an empty basket Suppliers have a responsibility to turn
orders around quickly.
There are enough methods for shipping that make the info regarding WHERE the part is more important than possession of the part.
Customers will have to deal with more shipping costs in their businesses
Copyright 2017. All rights reserved. Funston Advisory Services LLC 18
-
Shifts in Value Proposition
Suppliers are valuing the OEM dealerships over the Aftermarket Distributors need aggressive market strategy / value added programs Cant compete just on price Have to modernize the industry. Make it more relevant Value: Sell benefits you bring to a customer Build brand equity Distributors must expand product portfolio beyond commodity products. Need to change our Business Model
Copyright 2017. All rights reserved. Funston Advisory Services LLC 19
Everything is moving so fast, what worked yesterday will not work for tomorrow
-
Shifts in Leadership and Organization
Need strong, bold leadership Find and keep good people with skills & experience
Ongoing people changes / turnover Aging knowledgeable workforce Need people who know parts
Recruit / retain new young, qualified talent into the industry Need qualified and trained staff / competent Service Techs
Train and develop people and the next generation Transferring the knowledge from the existing aging staff to the next generation
(SOPs) Proximity to local College for training /retraining
Succession Planning
20Copyright 2017. All rights reserved. Funston Advisory Services LLC
-
Shifts in Vision and Strategy
Growth Strategy? Portfolio? Add value thru features and
benefits to product?
Loyalty Strategy? Brand Loyalty Vendor loyalty Customer Loyalty People Loyalty
Price / Value / Profit Strategy? Pricing battles over junk products to
save a penny?
IP Strategy? Proprietary information causing
exclusion from sales
Fleet Strategy/ Priorities? Sell Direct Strategy?
Embrace? Defend?
Leadership Strategy? People
21Copyright 2017. All rights reserved. Funston Advisory Services LLC
What is your vision and strategy to create, deliver and capture Value?
-
Denial aint just a river in EgyptMark Twain
22Copyright 2017. All rights reserved. Funston Advisory Services LLC
-
Business Model Wars Computer wars MSFT vs. APPL Dell vs. IBM Salesforce vs. Siebel Travel agencies vs. on-line Bookstores and music stores vs.
eBooks and streaming
Retail stores vs. Amazon Blockbuster vs. Netflix Yellow Pages vs. Google
Education vs. On-line education Banking vs. Bitcoin Taxicabs & Limos vs. Uber Hotels vs. Air BnB Real estate agents vs. FSBO Heavy Duty Aftermarket
DISINTERMEDIATION
23Copyright 2017. All rights reserved. Funston Advisory Services LLC
-
WarfareSymmetric = Sameness / Uniform / UnvaryingAsymmetric = Differentness / Irregular / VariableSynthetic = Best of both
Applies to strategies and tactics Symmetric Alpha players usually initially disregard, ridicule or dismiss asymmetric
attacks
24Copyright 2017. All rights reserved. Funston Advisory Services LLC
-
Waging Business Model Warfare
Better yet to attack their business model assumptions Alpha leaders business model is known Attack weakness of sameness with differentness Think the unthinkable out of the box Simple but not simplistic If you are the Alpha, do it yourself or have others do it to you
25
The acme of military strategy is to attack the enemys plans, next is to disrupt their alliances, third is to attack their army and
worst of all is to attack their fortified cities. Sun Tzu
Copyright 2017. All rights reserved. Funston Advisory Services LLC
-
Symmetric Warfare
Standing military French / English / Spanish Single line of battle WW1 trench warfare Geneva Convention
Sports rules of the game (RPO) Oligopolies regulation
26
Generals always prepare to fight the last war
Copyright 2017. All rights reserved. Funston Advisory Services LLC
-
Asymmetric WarfareWeaker actors must attack weakness not strength have no choice
David vs. Goliath Maginot Line Nelson at Trafalgar Colonial Wars American Revolution Vietnam vs. U.S. 9/11 attack on World Trade Center Stuxnet cyber warfare vs. Iran plus economic sanctions ISIS / Iraq / Syria Afghanistan
27
Hit em where they aint Willie Keeler
Copyright 2017. All rights reserved. Funston Advisory Services LLC
-
Intelligence is the ability to adaptAlfred Einstein
28Copyright 2017. All rights reserved. Funston Advisory Services LLC
Adapt to what?Shifts!!!
-
Thinking Out of the Box
Think the box / describe the box Its the hardest thing to do
Then describe the opposite By definition, its out of the box
Radical Innovation!!!
29Copyright 2017. All rights reserved. Funston Advisory Services LLC
A fish doesnt know it is swimming in water
-
From Alpha Leaders to Losers
Encyclopedia Britannica Siebel Nokia Apple?
Kodak Xerox RIM Blockbuster
30
Every object will remain at rest or in uniform motion in a straight line unless compelled to change its state by the action of an external force.
Newtons First Law
Copyright 2017. All rights reserved. Funston Advisory Services LLC
-
WW3 2012-2017APPL Lags in Command
Copyright 2017. All rights reserved. Funston Advisory Services LLC 31
Think Different Pirates Hippies Change the world Control the entire experience Integrated devices /software Consumer goods Mobile Touch Cannibalize Closed system A team only Concentric hierarchy
APPL
Inertia has set in Voice-activated intelligence
Siri was first but now lags Amazon Echo Alphabet
Quality slipping Macs neglected Cloud services undifferentiated Missed ship dates Product bugs APPL exec comp cuts Lack autonomy
-
Leadership, Vision,
Strategy & Organization
Value Proposition
Profit System
Product / ServiceSystem
Copyright 2017. All rights reserved. Funston Advisory Services LLC
Create
DeliverCapture
Value
How will you do it?21st Century
HD AftermarketBusiness Model
Competitive Ecosystem
-
Now What?
Major shifts happening quickly in HD Aftermarket ecosystem Need proactive strategy (value, products, profit, leadership) Need very fast reaction to shifts velocity matters
How fast can it happen? How fast can you respond?
What signals a shift? Whats real? Whats not? Requisite conditions?
Even if you are on the right track, youll get run over if you just sit there Will Rogers
33Copyright 2017. All rights reserved. Funston Advisory Services LLC
-
Be a Shift Disturber
When industry life or death assumptions change, who will be the first to know?
Who will be the first to develop and execute a superior business model?
Requires exceptional leadership and vision
34Copyright 2017. All rights reserved. Funston Advisory Services LLC
-
Shift Disturbers Motto:
Do unto others before they do it to you!!!
Copyright 2017. All rights reserved. Funston Advisory Services LLC 35
-
For further information:
Rick FunstonManaging PartnerFunston Advisory Services [email protected]
Copyright 2017. All rights reserved. Funston Advisory Services LLC 36
mailto:[email protected]
-
HD Aftermarket Survey Highlights
Copyright 2017. All rights reserved. Funston Advisory Services LLC 37
-
D SSmaller distributors will continue to be rolled up into larger groups 87 98Customers will merge and consolidate 65 97Continuing regulatory change (emissions/autonomous vehicles) with increased cost impacts.
90 87
V2V (vehicle to vehicle) and V2I (vehicle to infrastructure) technologies will bring new competitors to the HD Aftermarket
84 89
Co-opetition, i.e., competition between suppliers and customers, will increase.
95 92
Channel competition will increase as OEMs and their dealers increasingly emphasize Parts and Service
97 97
Telematics will create a big change in the future 92 90More suppliers will go direct to customers and by-pass distributors. 56 55
% Agreement
Shifts in Competitive Ecosystem
Copyright 2017. All rights reserved. Funston Advisory Services LLC 38
Sheet1
DS
Smaller distributors will continue to be rolled up into larger groups8798
Customers will merge and consolidate6597
Continuing regulatory change (emissions/autonomous vehicles) with increased cost impacts.9087
V2V (vehicle to vehicle) and V2I (vehicle to infrastructure) technologies will bring new competitors to the HD Aftermarket8489
Co-opetition, i.e., competition betweensuppliers and customers, will increase.9592
Channel competition will increase as OEMs and their dealers increasingly emphasize Parts and Service9797
Telematics will create a big change in the future9290
More suppliers will go direct to customers and by-pass distributors.5655
Vision / Value PropositionDS
In the future, we will increasingly have to compete primarily on the basis of price4841
The HD Aftermarket will need to be more responsive to customer requirements and rapidly changing OEM specifications.10098
The HD Aftermarket will need to maintain high availability of parts due to the proliferation of new components.10095
Managing inventory assets cost effectively9892
Avoiding obsolesence9578
Being the lowest cost provider4427
Service level requirements will increase the need for more capable staff and ongoing training.10089
The right to repair could create value for the independent aftermarket distributor.9584
Expand into service6453
Broaden our product / service offering9297
Work with marketing to develop a national fleet program4874
Develop a group of customers who see the value of doing business with us9292
We have a program to measure the success of our strategies6687
Leadership, Strategy and OrganizationDS
Distributors will need to develop their leadership capacity to respond to the rate and magnitude of change.95100
Ability to attract and retain skilled people9595
Continuous training and development9584
Planning (strategic, tactical, financial, technology)9290
Succession planning8682
Product / Service SystemDS
eCommerce8184
Inventory management8992
Tooling6634
Profit SystemDS
Access capital /credit5951
Manage inventory8670
Prevent margin erosion8973
Provide the highest value added9792
-
Product / Service System D SeCommerce 81 84Inventory management 89 92Tooling 66 34
% Agreement
39Copyright 2017. All rights reserved. Funston Advisory Services LLC
To deal with change, distributors must be willing and able to acquire / invest in:
Shifts in Products / Services
Sheet1
Competitive EcosystemDS
Smaller distributors will continue to be rolled up into larger groups8798
Customers will merge and consolidate6597
Continuing regulatory change (emissions/autonomous vehicles) with increased cost impacts.9087
V2V (vehicle to vehicle) and V2I (vehicle to infrastructure) technologies will bring new competitors to the HD Aftermarket8489
Co-opetition, i.e., competition betweensuppliers and customers, will increase.9592
Channel competition will increase as OEMs and their dealers increasingly emphasize Parts and Service9797
Telematics will create a big change in the future9290
More suppliers will go direct to customers and by-pass distributors.5655
Vision / Value PropositionDS
In the future, we will increasingly have to compete primarily on the basis of price4841
The HD Aftermarket will need to be more responsive to customer requirements and rapidly changing OEM specifications.10098
The HD Aftermarket will need to maintain high availability of parts due to the proliferation of new components.10095
Managing inventory assets cost effectively9892
Avoiding obsolesence9578
Being the lowest cost provider4427
Service level requirements will increase the need for more capable staff and ongoing training.10089
The right to repair could create value for the independent aftermarket distributor.9584
Expand into service6453
Broaden our product / service offering9297
Work with marketing to develop a national fleet program4874
Develop a group of customers who see the value of doing business with us9292
We have a program to measure the success of our strategies6687
Leadership, Strategy and OrganizationDS
Distributors will need to develop their leadership capacity to respond to the rate and magnitude of change.95100
Ability to attract and retain skilled people9595
Continuous training and development9584
Planning (strategic, tactical, financial, technology)9290
Succession planning8682
Product / Service SystemDS
eCommerce8184
Inventory management8992
Tooling6634
Profit SystemDS
Access capital /credit5951
Manage inventory8670
Prevent margin erosion8973
Provide the highest value added9792
-
Profit System D SAccess capital /credit 59 51Manage inventory 86 70Prevent margin erosion 89 73Provide the highest value added 97 92
% Agreement
40Copyright 2017. All rights reserved. Funston Advisory Services LLC
Success in the HD Aftermarket will require:
Shifts in Profit System
Sheet1
Competitive EcosystemDS
Smaller distributors will continue to be rolled up into larger groups8798
Customers will merge and consolidate6597
Continuing regulatory change (emissions/autonomous vehicles) with increased cost impacts.9087
V2V (vehicle to vehicle) and V2I (vehicle to infrastructure) technologies will bring new competitors to the HD Aftermarket8489
Co-opetition, i.e., competition betweensuppliers and customers, will increase.9592
Channel competition will increase as OEMs and their dealers increasingly emphasize Parts and Service9797
Telematics will create a big change in the future9290
More suppliers will go direct to customers and by-pass distributors.5655
Vision / Value PropositionDS
In the future, we will increasingly have to compete primarily on the basis of price4841
The HD Aftermarket will need to be more responsive to customer requirements and rapidly changing OEM specifications.10098
The HD Aftermarket will need to maintain high availability of parts due to the proliferation of new components.10095
Managing inventory assets cost effectively9892
Avoiding obsolesence9578
Being the lowest cost provider4427
Service level requirements will increase the need for more capable staff and ongoing training.10089
The right to repair could create value for the independent aftermarket distributor.9584
Expand into service6453
Broaden our product / service offering9297
Work with marketing to develop a national fleet program4874
Develop a group of customers who see the value of doing business with us9292
We have a program to measure the success of our strategies6687
Leadership, Strategy and OrganizationDS
Distributors will need to develop their leadership capacity to respond to the rate and magnitude of change.95100
Ability to attract and retain skilled people9595
Continuous training and development9584
Planning (strategic, tactical, financial, technology)9290
Succession planning8682
Product / Service SystemDS
eCommerce8184
Inventory management8992
Tooling6634
Profit SystemDS
Access capital /credit5951
Manage inventory8670
Prevent margin erosion8973
Provide the highest value added9792
-
Vision / Value Proposition D SIn the future, we will increasingly have to compete primarily on the basis of price 48 41Being the lowest cost provider 44 27The HD Aftermarket will need to be more responsive to customer requirements and rapidly changing OEM specifications. 100 98The HD Aftermarket will need to maintain high availability of parts due to the proliferation of new components. 100 95Managing inventory assets cost effectively 98 92Avoiding obsolesence 95 78Service level requirements will increase the need for more capable staff and ongoing training. 100 89The right to repair could create value for the independent aftermarket distributor. 95 84Expand into service 64 53Broaden our product / service offering 92 97Work with marketing to develop a national fleet program 48 74Develop a group of customers who see the value of doing business with us 92 92We have a program to measure the success of our strategies 66 87
% Agreement
41Copyright 2017. All rights reserved. Funston Advisory Services LLC
Value Proposition
-
Leadership, Strategy and Organization D SDistributors will need to develop their leadership capacity to respond to the rate and magnitude of change. 95 100Ability to attract and retain skilled people 95 95Continuous training and development 95 84Planning (strategic, tactical, financial, technology) 92 90Succession planning 86 82
% Agreement
Shifts in Leadership, Vision, Strategy Organization
Copyright 2017. All rights reserved. Funston Advisory Services LLC 42
Future success will depend on:
Sheet1
Competitive EcosystemDS
Smaller distributors will continue to be rolled up into larger groups8798
Customers will merge and consolidate6597
Continuing regulatory change (emissions/autonomous vehicles) with increased cost impacts.9087
V2V (vehicle to vehicle) and V2I (vehicle to infrastructure) technologies will bring new competitors to the HD Aftermarket8489
Co-opetition, i.e., competition betweensuppliers and customers, will increase.9592
Channel competition will increase as OEMs and their dealers increasingly emphasize Parts and Service9797
Telematics will create a big change in the future9290
More suppliers will go direct to customers and by-pass distributors.5655
Vision / Value PropositionDS
In the future, we will increasingly have to compete primarily on the basis of price4841
The HD Aftermarket will need to be more responsive to customer requirements and rapidly changing OEM specifications.10098
The HD Aftermarket will need to maintain high availability of parts due to the proliferation of new components.10095
Managing inventory assets cost effectively9892
Avoiding obsolesence9578
Being the lowest cost provider4427
Service level requirements will increase the need for more capable staff and ongoing training.10089
The right to repair could create value for the independent aftermarket distributor.9584
Expand into service6453
Broaden our product / service offering9297
Work with marketing to develop a national fleet program4874
Develop a group of customers who see the value of doing business with us9292
We have a program to measure the success of our strategies6687
Leadership, Strategy and OrganizationDS
Distributors will need to develop their leadership capacity to respond to the rate and magnitude of change.95100
Ability to attract and retain skilled people9595
Continuous training and development9584
Planning (strategic, tactical, financial, technology)9290
Succession planning8682
Product / Service SystemDS
eCommerce8184
Inventory management8992
Tooling6634
Profit SystemDS
Access capital /credit5951
Manage inventory8670
Prevent margin erosion8973
Provide the highest value added9792
Shift Happens!How to think like Steve Jobs and be a Shift Disturberin the HD AftermarketSteve Jobs Chief Shift DisturberWW2 1997-2012Shifts in Strategic Business ModelsHindsights EasyNot First nor Last!OverviewHD Aftermarket IntelligencePresentation in Two PartsBusiness ModelBusiness ModelHeres What You Said HD Aftermarket Survey 2016Shifts in Competitive EcosystemShifts in Competitive EcosystemShifts in Products / ServicesShifts in Profit SystemProfit System Profit SystemShifts in Value PropositionShifts in Leadership and OrganizationShifts in Vision and StrategySlide Number 22Business Model WarsWarfareWaging Business Model WarfareSymmetric WarfareAsymmetric WarfareSlide Number 28Thinking Out of the BoxFrom Alpha Leaders to LosersWW3 2012-2017Slide Number 32Now What? Be a Shift Disturber Slide Number 35For further information:HD Aftermarket Survey HighlightsShifts in Competitive EcosystemSlide Number 39Slide Number 40Slide Number 41Shifts in Leadership, Vision, Strategy Organization