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Campaign To Win: Organize To Win

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Campaign To Win:
Organize To Win
Prometheus Process
Design the Future
Target for Success
Campaign to Win
Finish with Finesse
Attack in Parallel
Align the Organization
Orchestrate Operations
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Strategy For The 21st Century
The Business Strategy Process
Right External System
Previous External
Entertainment System
Black And
White
Mouse
Cartoons
Future Picture
Previous Internal
Disney System
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Right Internal
System
TIME
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Strategy For The 21st Century
Prometheus Process
Organization
Structure COG
CEO
CEO
Human
Relations
Human
Relations
Sales
Sales Outlets Sales
Marketing
Finance
Legal
Operations
Finance
Marketing
Overseas
Marketing
Overseas
Marketing
Sales Outlets
Legal
US
USMarketing
Marketing
Operations
Regional Operations
Regional
R&D
Operations
R&D
Strategically Aligned
Organization
Succeed
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Start
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Fail
Strategy For The 21st Century
Why Organizations Must Change
Competition Duration
Difficulty of Entry
Product Cycle Times
Information Life
Span
Velocity of Information
Dissemination
Customer / Opponent Knowledge
Time
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Strategy For The 21st Century
Principles Of Organization
• Match Company To Market
• Make The Organization A Lens To Focus On The
Future Picture
• Have An Organization That Optimizes Internal And
External Information Flow
• Be Organized For Strategic Constancy And Tactical
Flexibility
• Develop An Organization To Manage Sustaining And
Disruptive Innovation
• Organize For The Future, Not For The Past
• Emphasize That Organization Is A Tool
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Strategy For The 21st Century
Organizational Change
New Market System
Existing Market System
Evolving Market
System
Old Organization
Doesn’t Adjust
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Organization
Optimized To
Market
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New Organization
Created To Deal
With New Market
Strategy For The 21st Century
Organization And
The Future Picture
• Organization Will Have A Big Impact On
Move To Future Picture
– Business Areas: Eliminate Legacy Divisions;
Give New Business Areas A Home
– Innovation: Should Have A Place In
The Organization
– Corporate Culture Future Picture: Match The
Structure With The Words
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Strategy For The 21st Century
Organize For
Knowledge Growth
Must Learn
More
Information Needed to
Prosper
New
Organization
Must Learn
Differently
2015
2010
2005
2000
1995
1990
Old Organization
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Strategy For The 21st Century
Organize For Change
New Objectives New Situation
Try To Make Old
Organization
Work
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New Technology
Disruption
Create New
Organization
For Example:
For Example:
•French 1930’s
•Germans 1930s
•US Army 1942
•Lockheed Skunkworks
•US Auto Industry 1970s
•HP Inkjet Printers
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Strategy For The 21st Century
Problem
Old (Traditional)
Solving Organization
Organization
Designed For President
Curriculum Integration
President
Dean
Instructors
Dean
Education
Dean
Curriculum
Administration
Administration
Dept Head
Military History
Instructor
A Beam
B Beam
Personnel
C Beam
Personnel
Dept Head
International Relations
Instructor
Block 1A
Instructor
Block 1B
Instructor
Block 1C
Block 2A
Supply
Block 3A
Dept Head
Budgeting
Budget
Block 2B
Block 3B
Block 2C
Block 3C
Dept Head
Logistics
Supply
Budget
Instructor
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Strategy For The 21st Century
The Organization Change
Process Overview
• Use Fractal Methodology To Develop Or Refine An
Organization Structure
• Develop An Organization Structure Future Picture
That Flows From The Overall Grand Strategy
• The New Organization:
–
–
–
–
–
–
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Expedites Realization Of Future Picture
Facilitates Parallel Operations
Increases Personal Productivity
Speeds Innovation
Leads To Reduced Cycle Times
Makes Work More Rewarding For All
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Strategy For The 21st Century
Organization And Disruption
• The Presence Of Disruptors (Offensive Or Defensive)
May Raise Organization Structure To The Level of
Life Or Death Importance
– Management Of Defensive Or Offensive
Disruption From Within The Old Sustaining
Organization Is Difficult To Nearly Impossible
• For Offensive Disruption, Create An Autonomous
Unit And Let It Develop Its Own Grand Strategy
– But Demand Quick Profit (Impatient Capital)
• For Defensive Disruption, Changing Internal
Structure And Incentives Are Minimum
Requirements
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Strategy For The 21st Century
Organization And Measurement
• Strategic Measurements Have
Long Timeframes
• Tactical Measures Complement And Flow
From Strategic Measures
– Some Measurements That Are Not Strategic Are
Driven By Outside Requirements And
Must Continue
• Be Careful That They Don’t Consume
The Organization
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Strategy For The 21st Century
Organization And Internal
System Centers Of Gravity
• Start Thinking About Organization In Internal
System Center Of Gravity Terms
– Focus On The Future—Not On Existing
Centers Of Gravity (If Applicable)
– Recall Desired Internal System Effects
– Determine The Internal Centers Of Gravity
Needed To Realize Desired Internal Effects
• Use The Generic Organization System Centers
Of Gravity As A Guide
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Strategy For The 21st Century
Generic Internal (Organization)
System Centers Of Gravity
Leadership
Processes
Infrastructure
Population
Action Units
Chairman-BOD
Communications
Organizational
Structure
gender
Outlets
Board Of Directors
Ideation
Installed Base
professional
Maintenance and
Security
Chief Executive Officer
Commercialization
Physical Facilities
customers
Vendors
Chief Operating Officer
Production
Operating Instructions
technical
Divisions
Vice Presidents
Purchasing
manual
Evangelists
Chief Finance Officer
Distribution
salaried
Brand Image
Owners/Partners
Selling
hourly
Outsourcers
Key Stockholders
Financing
language/ethnic
Purchasing Groups
Major JV Partners
Staffing
management
Union Leaders
Quality
clerical
Executive Committees
& Councils
Collaboration
consultants
Informal Leadership
Strategic Planning
Peripheral Leaders
Driving Customers
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Strategy For The 21st Century
Organization And
Parallel Operations
• Parallel Operations Require A
Significantly Different Kind Of
Organization Than Would Be Needed
For Serial Operations
• Organization Change Is Most
Successful When New Organization
Centers Of Gravity Are Affected
In Parallel
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Strategy For The 21st Century
Parallel Attack
Organizational Change
Leadership
Processes
Infrastructure
Population
Action Units
Chairman
Communications
Organization
Structure
professionals
Retail Outlets
CEO
Ideation
IT Installed Base
technical
Vendors
manual
Divisions
Executive
Committee
Commericalization
Physical
Facilities
Informal Leaders
Financing
Transportation
Net
management
Purchasing
Agents
Key Investors
Staffing
Protocols and
Standards
customers
Outsourcers
Driving
Customers
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Quality
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Strategy For The 21st Century
Concentrate For Success
Enemy Forces
Roman Legions
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Strategy For The 21st Century
Defend All—Lose All
Don’t Structure For Failure
Enemy Forces
Roman Legions
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Strategy For The 21st Century
The Organization Process
Summary
1. Plan And Operate In The Open
2. Create An Organization In Consonance
With Future Picture And System Dictates
3. Break Connections With The Past
4. Use Parallel Attack To Create Or Modify
New Organization And Put It Into
Effect Quickly
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Strategy For The 21st Century
Know Thyself: Risk, Energy
And Commitment Scale
Risk
Short Term Treasuries
Commodity Speculation
Energy
Pick Up Fallen Fruit
Climb Mt. Everest
Commitment
Free, No Losses
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Mortgage The House
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Strategy For The 21st Century
Time Value of Action
Organization Change
Cost of Change
Operations
Internal Opposition Builds
High
External Opposition Appears
Theoretically
Perfect Plan
Open Planning
Competition Fields New Product
Money Diverted
High Velocity
Environment Changes
Change Agent Fired
Probability of Achieving Objectives
Low
Very Short
Very Long
Time Required To Affect Key Organization Centers
of Gravity and Complete Change Campaign
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Strategy For The 21st Century
Organization Injunctions
The Structures Of The Past Rarely
Fit The Exigencies Of The Future
New Circumstances Require
New Approaches
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Strategy For The 21st Century
Prometheus
Process
Prometheus Process
Organize To Win
Insights and Discussion
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Strategy For The 21st Century
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