Leaders as an Agent of ChangeMyTeachable Point of View Maxine Fassberg Intel Israel General Manager Kiryat Gat F28 Plant Manager VP Technology Manufacturing Group
Agenda: My Teachable Point of View: • Leading Change • Organizational Culture • Managerial Dilemmas • Stories of success and failure • Managing for Innovation
My Teachable Point of View I have clear ideas and values, based on knowledge and experience which I articulate to others • Leading through times of Change • Determine the Direction • Move the organization from where they are to where they need to be • Achieving goals through those I teach • Teach others to become leaders, not followers • Creating positive emotional energy • Get rid of bureaucratic nonsense • Providing the vision • Interpreting • Adding value • Shaping the organizational Culture
Leading Change: How to Excel in a rapidly changing world • Establishing a Greater sense of Urgency • Examining the markets and competitive realities • Identifying and discussing crises, potential crises or major opportunities • Creating the Guiding Coalition • Putting together a group with enough power to lead the change • Getting the group to work together as a team
Developing a Vision and a Strategy • Creating the vision to help direct the change effort • Developing strategies for achieving that vision • Communicating the Change Vision • Using every vehicle possible to constantly communicate the new vision and strategies • Role modeling needed behavior by guiding coalition
Empowering the Others to Act • Getting rid of blockers • Changing systems or structures that seriously undermine the change vision • Encouraging risk taking and nontraditional ideas, activities and actions • Creating Short terms wins • Planning for some visible performance improvements • Creating those wins • Visibly recognizing and rewarding people who made the wins possible
Role Modeling We learn from what we SEEnot from what we are told! It is worth remembering:
Organizational Culture • Our Culture is based on 5 values: • Discipline • Results Orientation • Risk Taking • Innovation • Respectfor People • Everybody is held accountable to the values • These motivate people for success • These create a sense of power: A “Can Do” organization with a common purpose
Managerial Dilemmas • Success Story- Leading F18 from Logic to Flash • Failure Story- about passing through the Managerial pipeline
Leading an Organizational change • F18 was a CPU based factory • Mainstream • High Revenue • High visibility/Demand • Charter change: F18 Move to Flash • “Side business” • Low margin products • Uncertain demand • Create a new vision, mission • Create the belief • Create the passion/confidence • Engage the troops in the process Success: when F28 arrived, everybody wanted to stay in Flash
Failure Story: wrong choice • Choosing the wrong person for the job • Creates personal frustration • Creates organizational turmoil • Creates huge waste • Admit I was wrong and fix it!!!
canion How Deep Is Your Canyon ?
Innovation • Can’t make a right hand turn with a foot on the brakes • Stop saying either/or - say AND! • Most companies are built for perpetuation and optimization, not innovation
It’s no use to stopat Continuous Improvement, INVENT Edison recognized the difference!
Change the Lens- NOT the infrastructure • Square Watermelons • Wheels on Luggage • Lettuce in the bag
Reorganizing is not the answer “We trained hard, but it seemed that every time we were beginning to form up into teams, we would be reorganized. I was to learn later in life that we tend to meet any new situation by reorganization; and what a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency and demoralization” - Attributed (incorrectly) to Petronius Arbiter, 210 BC
Getting Beyond the Incremental Make our processes innovation-friendly Get out of your canyon
Radical Innovation In a non- linear world only non - linear ideas create new wealth Swatch:Swiss watch capabilities,Milan Design, Lego plastics- taking ideas from different areas and recombining them
Internet as a change accelerator Massive changes for business: • Past changes • The web as a business conduit • The Intranet as an organizational tool • Current changes • Wikis and social network tools for KM • Blogosphere as a marketing channel • Coming changes • The business implications of the Metaverse – Second Life and beyond
In Summary: • Leading change is fuelled by vision, but facilitated by a carefully crafted strategy • Maintain a culture that promotes risk taking, innovation and a focus on people • Role modeling is critical • Empower your people to “get out of the canyon” • Change the Lens – not the infrastructure • Go for the radical innovations… and the Internet is a good place to look for them