Strategic Leadership Master Class: Presentation Slides

PRESENTATION SLIDES
Strategic Leadership
Master Class
.
Art Kleiner
editor in chief
strategy+business
Manchester, UK
February 25, 2008
1
Copyright 2007 Art Kleiner and strategy+business www..strategy-business.com
Strategic Leadership Master Class
based on the book
Who Really Matters: The Core Group Theory of Power, Privilege and Success
by Art Kleiner (New York: Doubleday, 2003)
and on a series of Creative Mind articles originally written for strategy+business
and on A Blueprint for Strategic Leadership by Steve Wheeler, Walt McFarland,
and Art Kleiner (strategy+business, Winter 2007)
and on The Age of Heretics, 2nd Edition: Jossey Bass/Wiley, forthcoming, 2008
and the ongoing work of the Strategic Leadership Priority Service Offering at Booz
Allen Hamilton; Steven Wheeler, senior VP; Adrienne Crowther, director.
Art Kleiner is editor-in-chief of Strategy+Business, the quarterly executive
magazine published by Booz Allen Hamilton. He is a writer and speaker
specializing in business management, interactive media, corporate
environmentalism, scenario planning, and organizational learning. His books
include Who Really Matters: The Core Group Theory of Power, Privilege and
Success (Doubleday, 2003) and The Age of Heretics: Heroes, Outlaws and the
Forerunners of Corporate Change (Doubleday, 1996, Wiley, 2008). He is also
the editorial director of the best-selling Fifth Discipline Fieldbook series, co-
authored with Peter Senge.
For more information, or to subscribe to strategy+business, see the web site:
http://www.strategy-business.com
Copyright 2007 Booz Allen Hamilton and Art Kleiner
No part of this publication may be reproduced, stored in a retrieval system, or
transmitted in any form by any meanselectronic, mechanical, photocopying,
recording, or otherwisewithout the permission of the author..
This document provides an outline of presentation and is incomplete without the
accompanying oral commentary and dialogue. These materials are licensed for use
by one individual only and only in connection with the course in which the materials
provided.
You can contact Art Kleiner at [email protected].
2 2006 Art Kleiner [email protected]
We know more about leadership than we think we do.
Management is in the same state today that
the natural sciences were in before the
discovery of the circulation of the blood.
-- Elliot Jaques
Joos van Craesbeck (1608- circa 1654/1662) is a Flemish
painter. He shows us here, preserved in a private
collection, the interior of a barber-surgeon.
There are a lot of barber-
surgeons out there, fixing
organizational problems
But theres also a body of
knowledge emerging, that will
change the game
AC1
AC2
Slide 3
AC1 Art, you should still send this to vCS for a clean up.
They will fix things like your headlines sometimes have a period and sometimes don't.
Things aren't centered on the pages - fonts are sometimes too big...
Headlines are sometimes not going across the page...etc
Adrienne Crowther, 20f02f2008
AC2 Nost of this slide is about what we don't know...but the headline suggests that there is alot we do know...we should have more on
what we do know.
The quality of top leadership matters more
than wed like to think it does.
The ability of companies to adjust their capabilities
and direction over the long term to meet the
challenges of new markets and new competitors
grows directly out of the quality of their leadership
Joseph L. Bower,
The CEO Within: Why Inside-Outsiders
are the Key to Succession Planning
AC11
Slide 4
AC11 We would actually argue that its the quality of the top team...not an individual
4. Great leadership isnt always obvious before it appears
-- Merrill Lynch analyst
Heather Hay, quoted in
the New York Times,
June 18, 2000
[Under Durk Jager], the organizational mind-set was being
changed to be more risk-tolerant and fast-paced. Mr.
Lafley strikes me as someone who will be more like the
Procter of old, someone who will make everyone feel more
comfortable. Since Wall Street has a pretty short time
horizon, that means the next couple of quarters will be
tough for Procter
AC3
Slide 5
AC3 !'d cut this and make the point when you speak on the prior page. (16 precepts are fine!)
Do Strategic Leaders manage (running todays organization) or
lead (preparing for tomorrow)? They do both.
Seeing a Trigger Readying for the Future
Senses the need for a shift in direction and re-
orients the organization
Drives long-term success
Whats Needed Strong Adaptability
Strong market sensing mechanisms
Top down/bottom up communication channels
Experiment, tolerate a degree of failure
Implement new ideas that survive
experimentation
Learn from failures as well as successes, and
institutionalize learnings
State of Equilibrium Running the Business
Keeps the organization focused on and
moving toward a fixed set of aspirations
Drives short-term performance and
excellence
Whats Needed Strong Alignment
Common, shared objectives
Shared understanding, information
Consistent motivation toward objectives
Standard processes and procedures which
support the objectives
Standard tools
AC7
Slide 6
AC7 !f you do use this page, you could speak to the deliniation of roles: We believe that the role of the CEO is specifically to sense the
need for a change in direction and to ready the organization for this renewal. The role of the COOfCFO etc. is to keep the businesses
running.
Great strategic leaders are not born or made:
They create a context that enables them to lead.
Align the top team, empower
campaigns, ready the
organization to enable success
Execute the key initiatives
that deliver fundamental change
Sense market opportunities
and institutionalize new capabilities
for sustainable advantage
Top Team
Organization
Campaigns
CONTEXT
AC+
Slide 7
AC4 ! took out Purpose...we aren't using it...we have compelling renewal in the center but it may change again.
Also, the headline is a little funny...! think you could take out the born or made part...if you aren't one of those...what exactly are you?
In fixing (intervening in) the organization for
change, remember that it is a living system.
Mechanistic Systems Living Systems
Clocks
Automobiles
Engines
Telephones
Computers
---
Incentives
Laws
Plants
Animals
People
-----
Families
Communities
The Earth (Gaia)
Organizations
AC13
Slide S
AC13 We tend to use the term 'fixing the organization' to refer to the continuous improvement type things that happen at the business unit
or functional level. Often fixingfrunning the business is used as a term.
You could just change the headline to read: !n readying the organization for renewal...
Living systems change when something affects their
circulatory systems
To coordinate all of the instabilities in all of the cells [of the human
body] requires that the far-flung parts of an organism be in constant
communication with one another, over long-distances as well as
locally. This is accomplished by messages sent via nerves, in the
form of electrical energy we call impulses; via the bloodstream, in the
form of the chemicals we call hormones; and -- to nearby groups of
cells -- via the specialized substances we call local signaling
molecules. As each of these methods of communication was
discovered, researchers came to recognize the inherent wisdom
of the body.
-- Sherwin B. Nuland, The Wisdom of the Body
AC1+
Slide 9
AC14 This seems like a very esoteric way to get a external and internal change triggers.... which are widely discussed in academic literature.
Hierarchy
(flow of authority)
Network
(flow of knowledge)
Clan (Core Group)
(flow of allegiance)
Market
(flow of work)
Seeks equilibrium; limbic system; source: King and God;
Transmits formal directives, requests, promises, rights, evaluations.
Seeks capability; neural structure; source:
Connection and Language; transmits
intellectual capital, information,
awareness, mutual
respect, experimentation.
Seeks production; cardiovascular structure; source: Supply
and Demand; transmits value, goods, services, payment,
results, credit, nourishment, waste.
Seeks legitimacy; endocrine structure;
source: Family and Love; Transmits
behavior, emotion, loyalty, purpose,
commitment.
Leaders can affect at least four major circulatory systems.
All four are evident in any given organization.
Customers
Organizational Circulatory Systems
Hierarchy
(flow of authority)
A theory of hierarchy (Elliott Jaques)
Private & NCO Less than 3 months 31% of UM ($24K)
Company 3 mos-1 year 55% of UM ($44K)
Battalion 1-2 years UM ($80K)
Brigade 2-5 years 2 x UM ($160K)
Division 5-10 years 4 x UM ($320K)
Corps 10-20 years 8 x UM ($640K)
Army 20-50 years 16 x UM ($1.28m)
Army equivalent
Cognitive complexity
(time-span of role) Felt-fair pay Hierarchical position
CEO
EVP
VP
Unit Manager
First-Line Mgr
Operator/Clerk
BUL (Dept. Mgr.)
CEO
EVP
VP
Unit Manager
First-Line Mgr
Operator/Clerk
BUL (Dept. Mgr.)
What information flows up and down the hierarchy?
Anything that can be aggregated flows up the hierarchy;
so that activity can be deployed at scale.
Flores and Winograd referred to this as a conversation for action.
Travels in hierarchy easily:
Requests
Promises
Offers
Statements of acceptance or decline
Estimates
Statements of completion
Evaluations
Categorization
Travels in hierarchy with difficulty:
Stories
Excuses
Analogies
Statements of concern, trust,
or curiosity
Open inquiry
Knowledge and learning
Network
(flow of knowledge)
A theory of networks (Karen Stephenson)
Hubs (Diane): high trust, central to information flow
Gatekeepers (Heather): control access to sub-group or knowledge base
Pulsetakers (Garth & Fernando): critical for the organizations self-awareness
What information flows easily through the network?
Anything that is unstructured flows through the network.
Mark Granovetter referred to the power of weak links.
Travels in networks easily:
Unstructured information
and ideas
Gossip; news
Light observation
Knowledge and learning
Working advice
Collaboration
Self-awareness
Travels in networks with difficulty:
Issues of emotional depth
Controls
Difficult conversations
Commitments
Absolute truth
Aggregation and deployment
Market
(flow of work)
An emerging theory of market (Womack & Jones, etc.)
Example: Insurance claim processing
Each link, internal or external, has a customer and supplier.
Information about the process flows back and forth (red lines)
Smoother flow, more pull, and less muda (waste) = more value.
What information flows through a market (or process) easily?
Anything that can be traded. Paul Milgram and John Roberts note that a
transaction-based system automatically tends toward coordination.
Travels in process flows easily:
Goods and services
Contracts
Statements of worth (implicit prices)
Bids, deals, and trades
Allocations
Efficiencies
Returns on investment
Reputations
Travels in process flows with difficulty:
Ambiguities
Emotionally-charged values
Controls
Commands
Loyalty
How to improve the flow of work.
What do we know from neuroscience about change?
Change is pain.
Behaviorism doesnt work.
Humanism is overrated.
Focus is power.
Repeated practice and attention.
Can the flow of work
be improved through
repeated practice and attention?
(As in the Toyota Production System
and Financial Literacy)
-- David Rock and Jeffrey Schwartz, The Neuroscience of Leadership:
Clan (Core Group)
What will Joe
think of this?
I dont want to be
the one to tell Frank
its not going to
happen.
How does this fit
with Sallys plan?
A Theory of Clan (the Core Group Nature)
A Core Group diagram might include
What is the Core Group?
When you look at an organizations total behavior
(in aggregate, no matter what the individuals are doing)
Youll see it continually acting
To fulfill the perceived needs and priorities of some
collection of key people;
Thus, behind every great organization,
theres a great Core Group.
And behind every organization in trouble,
theres a Core Group in crisis.
What is the Core Group?
From 1 person to hundreds (The larger the core group, the greater the
capabilities of the organization need to be.)
It may be stable; it may be in flux.
Some members have authority; some have integrity; some have control of
bottlenecks; all have legitimacy.
The organization is in love with the Core Group, no matter what the
individuals think of its individual members.
Some core groups are great leaders; others are highly dysfunctional.
But there is no such thing as an organization without a core group.
What information flows through a clan structure?
The perceived needs and priorities of the Core Group; and the shared cognitive
perceptions of what and who really matter.
Travels in clan structures easily:
Legitimacy
Pride and Shame
Amplification
Misunderstanding
Virtue
Trust and mistrust
Unspoken imperatives
Culture
Loyalty
Travels in clan structures with difficulty:
Transactions
Reliable news and knowledge
Authority
Commands
Anonymity
Leadership: Amplification
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Leadership and the Core Group
Leadership is the ability to enter the Core Group.
We follow the Core Group because otherwise life is too complex.
People watch what the Core Group says - what the Core Group does - but
especially what the Core Group pays attention to.
Like all Clan leaders, the Core Group leader operates through his or her
presence in other peoples minds: through transference and inference
The organization is only limited by what people perceive that the Core
Group will tolerate.
Putting it all together
Hierarchy
Network
Clan
Market
Four Organizational Circulatory Systems
Customers
Mechanistic and Living Interventions
Mechanistic Interventions Living Interventions
Easily codified
Replicable
Scalable
Unresponsive (except as
programmed to respond)
Faster, easier,
predictable
---
Unintended
consequences
Impossible to codify
Unique
Situation-specific
Inherently responsive
Slower, more difficult, less
predictable (but you need
the eggs)
---
Unintended consequences
Changing the organization in four different ways
Hierarchy
(flow of authority)
Network
(flow of knowledge)
Clan (Core Group)
Market
(flow of budget and results)
We intervene with commands, new roles, accountability,
firing people.
We intervene by setting up new
conversations where people can
exchange information.
We intervene through process designs, customer
relationships, new types of contracts and market
arrangements.
We intervene through our own integrity,
walking the talk, cultivating
commitment and relationships.
Diagnostic: The four circulatory systems
Where do I see
1.People prominent in some circulatory systems
but isolated from others?
2.Dense and complex patterns of connection versus patterns that depend on
one or two hubs or gatekeepers?
3.Gaps between the espoused system (the way its supposed to work) and
the way it actually works?
4.Places where desirable interconnections are missing?
5.Other mismatches?
Four exercises: What would you do to solve a problem?
Hierarchy
(flow of authority)
Network
(flow of knowledge)
Clan (Core Group)
Market
(flow of budget and results)
You can adjust decision rights, reporting relationships,
metrics, governance, and any other structure.
You can put anyone in a room with anyone
else for any specified amount of time (but
you have no say over the agenda).
You can change any process, eliminating waste, streamlining
work flow, redefining transactions, or adjusting the
movement of goods, services and money.
You have the magic ability to give
anyone advice, and they will listen to
you and act accordingly.
Types of Interventions
Hierarchy: Taking people outrestructuring
changing reporting responsibilities or
decision rightschanging reporting metrics.
Network: Setting up informal conversations where they
didnt exist beforeSetting up knowledge banks
among people who will use themMaking yourself
accessible. Paying attention to the hubs and
pulsetakersBrainstorming with key people.
Market: Lean process redesignMapping the flow of
workEstablishing internal markets that set the
pace and value of workFostering direct contact
between internal producers and customers.
Clan: (Core Group): Making clear statements about
who matters and whyAligning your espoused
and observable values Financial literacy and other
means of legitimizing people. Long-term change
initiative that starts with inquiry and sponsorship
The future of leadership
1953: Youre the CEO of a cigarette company.
2007: Youre the CEO of a cellphone company
or a food company outsourcing to China.
or a military contractor with people bending the rules
What kinds of circulatory systems do you need to do your job?
Organizational circulatory systems are just one aspect of
strategic leadership:
Align the top team, empower
campaigns, ready the
organization to enable success
Execute the key initiatives
that deliver fundamental change
Sense market opportunities
and institutionalize new capabilities
for sustainable advantage
Top Team
Organization
Campaigns
CONTEXT
8. Campaigns (strategic initiatives) work best when they are
designed to reinforce and build on each other.
Corporate renewal may take 7 to 10 years to
implement: 3 waves of campaigns, 2-3 years for
each wave.
Campaigns fit together: 7 campaigns, not 100,
comprise a wave.
Campaigns are carefully sequenced: Each wave
builds the capabilities that enables the next wave
to be successful
Campaigns are driven by balanced action teams,
using the best and brightest people available
Campaigns fit the organizations culture, but
stretch and shift peoples ordinary ways of doing
business
Campaigns are cognitively competent: They retrain
people by invoking attention density.
CONTEXT
Top Team
Organization Campaigns
Ongoing success:
Fearing complacency, the leader
seeks a new aspiration:
We are ready for greatness.
Fatigue:
Recovering from an incomplete or
incorrect full-scale transformation:
We need to rebuild.
Inconsistent Execution:
Many initiatives under way, but
one or more are failing to deliver:
We need to perform.
Crisis:
Facing fierce competition, major market
discontinuity and/or bankruptcy:
We need to survive.
Major
Renewal Effort
A context, articulated by the leader, is the purpose or direction that
establishes What were ready to do next.
AC6
Slide 40
AC6 Art, ! completely disagree with this point. The point of this page is to say that these are the + states that a LACK of strategic
leadership will lead you into.
Returning investment to shareholders is not a context;
it is simply a requirement of staying in business.
Lawyer: Your controlling feature, then, is to employ a great army of
men at high wages, to reduce the selling price of your car so that a lot
of people can buy it at a cheap price, and give everybody a car that
wants one?
Henry Ford (1913): If you give all that, the money will fall into your
hands; you cant get out of it.
What are we here for? If its just to make money, why shouldnt we
leave as soon as we find a place thats more lucrative?
AC5
Slide 41
AC5 ! would cut this one too...why not speak to this. !t seems a little out of place here. - down to 1+ precepts!
9. Sustainable change requires attention density:
retraining and reframing the habits of day-to-day work
-- David Rock and Jeffrey Schwartz,
The Neuroscience of Leadership:
The mental act of focusing attention holds in place brain circuits associated
with what is being focused on. If you pay enough attention to a certain set
of brain connections, it keeps this relevant circuitry stable, open and
dynamically alive, enabling it to eventually becoming a part of the brains
hard wiring.
Examples:
The Toyota Production System
Financial Literacy (Springfield Remanufacturing Co)
Any discipline, anywhere
AC9
Slide 42
AC9 This page and the next could use some vCS help!
10. Sustained attention to leadership development produces great
top leadership teamseventually.
Managing a succession well means managing your company so that people who are moving up
in the organization are constantly learning to lead, and are consistently being groomed. This is
a central theme of my book: Succession is a process rather than an event.
- Joseph Bower, Why Your Next CEO Should Come from Inside,
Interview by Steve Wheeler
Succession planning and career development at Procter & Gamble, 2007:
1)CEO A.G. Lafley reviews career plans and assignments for top 500 people
2) Similar involvement in career and succession development cascades through the company.
3) P&G deliberately tries to recruit and involve top managers from around the world.
4) Lafley took out executive offices from Cincinnatis 11th floor - replaced them with an
employee learning center.
5) Executives who once worked at P&G include:
Steve Ballmer at Microsoft, Scott Cook at Intuit, Meg Whitman at eBay, Toni Belloni at LVMH,
Jim McNerney at Boeing, Kerry Clark at Cardinal Health, and Jeff Immelt at GE
-- Lafleys acceptance speech for Manager of the Year, Academy of Management, 2007
AC10
Slide 43
AC10 Please see my suggestion for a new Precept 10 on the next page.
10. Preparing a pool of Top Team successors is a primary
responsibility of strategic leaders
How you manage succession is a reflection of how you manage the company
Developing Top Team successors is a decade-long process
See the value of Insiders who can work within the system but challenge the status quo
Understand that talent is often found far from the home office
Manage careers by providing general management experience, often at the periphery
where the corporate mindset is not as strong
Make managing change and growing people as important as producing results
See your day-to-day processes through a development lens and use them to prepare
tomorrows leaders
How you manage succession is a reflection of how you manage the company
Developing Top Team successors is a decade-long process
See the value of Insiders who can work within the system but challenge the status quo
Understand that talent is often found far from the home office
Manage careers by providing general management experience, often at the periphery
where the corporate mindset is not as strong
Make managing change and growing people as important as producing results
See your day-to-day processes through a development lens and use them to prepare
tomorrows leaders
Top Team Succession - Guiding Principles
Top Team Succession - Guiding Principles
Source: Joseph L. Bower, The CEO Within: Why Inside-Outsiders are the Key to Succession Planning
15. A new leader, facing the need for change, has only a limited
amount of time in which to act.
AC15
Slide 45
AC15 This is exactly counter to what our study is going to say this year. There is infact a reality of long-termism that is counter intuitive that
what is conventionally believed. The Average tenure is 7.8 years...certainly long enough to develop and execute a strategy...our new
work shows that you need 3 years of very poor performance for the probability of being fired to increase significantly. You can say
this if you want, but our study this year will counter it!
16. With well-designed strategic leadership, financial performance
and other organizational goals need not conflict.
AG Lafley describing his first 100 days in office:
On the day I was announced as the new CEO, P&G stock dropped four dollars (which was an
early confidence builder, I must admit!). After 15 days on the job, I lowered growth goals to
what I felt was a realistic and sustainable level -- and the stock dropped another $3.85.
The one area where we could move fastest was restoring trust in what would not change. I
assured P&Gers that our Purpose and Values remained as rock solid and relevant as ever:
Our Purpose is to improve consumers everyday lives in small but always meaningful ways
-- with brands and products that deliver superior performance, quality and value.
We didnt have the right goals in the late 90s. We had fallen into the bad practice of over-
promising investors with stretch goals (a practice we have since ended, by the way). Our cost
structure got out of line as we invested in too many initiatives that failed to pay out, and our
credibility with investors crumbled when we couldnt sustain the growth.
By refocusing on our core, we returned the Company to steady growth which enabled
investments into other, faster-growing businesses.
-- Academy of Management
AC16
Slide 46
AC16 !'m not sure ! understand how the headline fits with the example...and !'m not sure that ending with this page is very strong
! think !'d end with the prior precept - which makes a more interesting point.
! might dump this one.
11. People on top teams will have to transcend their different
views of how the organization ought to work.
Open systems
Consensus-based organizations; authority set by merit
Chamber music ensembles, setting direction together
Jack Sparrows crew in Pirates of the Caribbean - everyone gets a voice (even the
mute with the parrot), they make decisions together, and they follow the pirates code.
Closed systems
Strict hierarchies; authority set by position in the hierarchy
Orchestra, in which direction is set by the conductor, then first instrumentalists.
The British Army in Pirates of the Caribbean - enviable formations, great resources, but
they sentence pirates to death even after they save the Governors daughter from
drowning.
Random systems
Creative enterprises; authority set by the results of the moment
Jazz band, in which direction is set by whoever is soloing at the moment.
The crew of the Black Pearl in Pirates of the Caribbean - cursed by their own audacity,
resilient and unscrupulous, with remarkable powers, and no rules -- only guidelines.
AC12
Slide 47
AC12 The use of People in the headline is odd...maybe use executives???
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Jones, Dan, and Womack, Jim, Seeing the Whole: Mapping the
Extended Value Stream (2003, Boston: Lean Enterprise Institute).
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