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Delivering Competitive Advantage Through Speed: Insights from Paul Major, Director at Jaguar Cars

In today’s fast-paced environment, organizations must excel at implementing change to maintain a competitive edge. Paul Major, Director at Jaguar Cars, emphasizes the necessity of a structured approach to change management, proposing the establishment of a Change Directorate as a vital aspect of strategic governance. By creating systematic capabilities that allow for effective and consistent change delivery, companies can navigate the unpredictability of the market and improve their overall performance. Discover the crucial role of the Chief Creator of Competitive Advantage in driving innovative change.

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Delivering Competitive Advantage Through Speed: Insights from Paul Major, Director at Jaguar Cars

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  1. How to Deliver Competitive Advantage - fast Change Directorate’s and the “Chief Creator of Competitive Advantage” Paul Major - Director

  2. Jaguar Cars Launches new XF Whilst up for sale! Apple Inc Launches iPhone O2 wins UK contract Northern Rock Customers withdraw £2bn of savings Not flash, just Gordon Labour party recruit Saatchi & Saatchi The need…..for speed

  3. The World is Changing • Speed dominates. • Expectations are continually rising. • Opportunity and choice expand. • Life is “predictably” unpredictable Becoming better at “business as usual” is not enough……we must become the best at “doing the right things!”

  4. Competitive Advantage is …...Speed Driven A new paradigm Competitive advantage is defined by our ability to implement change more quickly, successfully and consistently than our competitors… and: “..doing things right” “…doing the right things!”

  5. “To sustain success for our organisation we need to be able to create and deliver step changes in capability” Premise #1

  6. Current Delivery Model The Strong Leader The Project Manager The Personal Hero The PMO /PSO

  7. “Few organisation’s have a systematic, consistent, enterprise wide capability to deliver change” Premise #2

  8. The Change Directorate • An executive function….. it sits on the board! • Creating a systematic capability… one that’s repeatable, sustainable, competent • To create and deliver change in the organisation

  9. Strategic Choice Change requires Choice Select CorporateStrategy

  10. Strategic Governance Choice implies Control CorporateStrategy Control Programs andInitiatives

  11. Strategic Execution Control drives Delivery CorporateStrategy Programs andInitiatives Deliver Projects

  12. Process People Technology Capability Areas Proposal Selection Approval Review Closure Vision Leadership Stakeholders Skills Behaviours Visibility Control Progress Resources Cost

  13. “Establishing a Change Directorate is vital to thriving in a turbulent world.” Premise #3

  14. What’s Your Role? The Chief Creator of Competitive Advantage • Creating visibility & control over business change • Implementing consistent processes by which change is managed • Delivering competitive advantage for the organisation

  15. “Your CFO is probably an accountant, your VP Sales probably has a background in selling, so why wouldn’t your Chief Creator of Competitive Advantage have a background in delivering change?” Premise #4

  16. Boardroom or Backroom?

  17. The Change Directorate • An executive function….. it sits on the board! • Creating a systematic capability… one that’s repeatable, sustainable, competent • To create and deliver change in the organisation

  18. The Change Directorate The Chief Creator of Competitive Advantage

  19. Creating and sustaining organisational change Come and see us on stand 11 Delivering enterprise project & portfolio management solutions www.managementframework.com www.programframework.com

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