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16-10-03
Event Solutions International
Organizational Development
Presented by:First Light LLC – [email protected]
2 6-10-03
Event Management and Logistics
Consumer events Launch events Motorsports events Owner loyalty events Promotional events Sales training events
Hands-on
Inviting
Live
Memorable
Dynamic
Experiential
Targeted
3 6-10-03
Strategy Structure
Chandler Model
4 6-10-03
Shared Values
Strategy
Structure
Systems
Style
Staff
Skills
McKinsey 7-S Framework
5 6-10-03
Principles
1. Division of work. To produce more and better work with the same effort.
2. Authority and responsibility. Personal authority is the indispensable complement of official authority.
3. Discipline. Obedience, application, energy, behaviour and outward marks of respect.
4. Unity of command. An employee should receive orders from one superior .
5. Unity of direction. One head and one plan for a group of activities having the same objective.
6. Subordination of individual interest to the general interest.
Fayol
6 6-10-03
Principles
7. Remuneration of personnel. Should be fair and afford satisfaction both to personnel and firm.
8. Centralization. The finding of the measure which affords the best overall yield.
9. Scalar chain. The chain of superiors ranging from the ultimate authority to the lowest ranks. Route of communications.
10. Order. A place for everything and everything in its place.
11. Equity. Results from the combination of kindliness and justice.
12. Stability of tenure of personnel. A mediocre manager who stays is preferable to outstanding managers who come and go.
Fayol
7 6-10-03
13. Initiative. The power of thinking and executing, and the freedom to propose and execute. Tact and integrity required.
14. Esprit de corps. ‘Union is strength.’ Harmony, union among the personnel of a company, is great strength in that company.
Principles
Fayol
8 6-10-03
InfrastructurePeople, process,
technology
ContextProduct, service,
live, print, Internet
ContentIdeas,goals,
purpose, VMV
How’s it working?
How do we deliver it?
What’s the strategy?
BattlefieldLogisticsCommand
Action Matrix Organization
Communication
Big Picture – Event Picture
9 6-10-03
Battlefield Infrastructure
People• Yours, mine and ours
Process• People, budgets and schedules• Macro and micro
Technology• Operational• Deliverable
106-10-03
ESI INFRASTRUCTURE
PEOPLE
11 6-10-03
Lesson 1
Being responsible sometimes means pissing people off.
Colin Powell
12 6-10-03
Lesson 2
The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.
Colin Powell
13 6-10-03
People
What do you want me to do? Why is it important? How do I do it? What’s in it for me? How do I know when I’ve done it right?
14 6-10-03
People
What would you like me to keep doing? What would you like me to do more of? What would you like me to do less of? What would you like me to stop doing? What would you like me to start doing?
Mordecai Magencey
15 6-10-03
Lesson 3
Organization doesn’t really accomplish anything. Plans don’t accomplish anything either. Theories of management don’t much matter. Endeavors succeed or fail because of the people involved. Only by attracting the best people will you accomplish great deeds.
Colin Powell
16 6-10-03
Lesson 4
Powell’s rules for picking people: Look for intelligence and judgment, and most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego, and the drive to get things done.
Colin Powell
17 6-10-03
Lesson 5
Have fun in your command. Don’t always run at a breakneck pace. Take leave when you’ve earned it: spend time with your families.
Corollary: surround yourself with people who take their work seriously, but not themselves – those who work hard and play hard.
Colin Powell
186-10-03
People
Questions? Comments?
196-10-03
ESI INFRASTRUCTURE
PROCESS
20 6-10-03
Lesson 6
Never neglect details. When everyone’s mind is dulled or distracted the leader must be doubly vigilant.
Colin Powell
21 6-10-03
Lesson 7
You don’t know what you can get away with until you try.
Colin Powell
22 6-10-03
Lesson 8
Keep looking below surface appearances. Don’t shrink from doing so (just) because you might not like what you find.
Colin Powell
23 6-10-03
Lesson 9
Perpetual optimism is a force multiplier.
Colin Powell
24 6-10-03
Lesson 10
Great leaders are almost always great simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand.
Colin Powell
25 6-10-03
Lesson 11
Part I: • Use the formula P = 40 to 70, in which P
stands for the probability of success and the numbers indicate the percentage of information acquired.
Part II:• Once the information is in the 40 to 70
range, go with your gut.
Colin Powell
26 6-10-03
Lesson 12
The commander in the field is always right and the rear echelon is wrong, unless proved otherwise.
Colin Powell
27 6-10-03
Process
Business happens horizontally. Input – Process – Output The problems and solutions usually
occur at the interfaces, connections and handoffs.
Systems thinking. A way of doing business.
28 6-10-03
ISO
“Say what you do and do what you say.” Make the process explicit.
• ISO elements• System Level Procedures (SLPs)• Work Instructions
Process Owners.• Accountability and responsibility• Review, monitor, measure, improve
Management Responsibility.
29 6-10-03
Process
Quality System Corrective and Preventive Action Continuous Improvement Radical Improvement Customer Satisfaction
306-10-03
Process
Questions? Comments?
316-10-03
ESI INFRASTRUCTURE
TECHNOLOGY
32 6-10-03
Lesson 13
Don’t be buffaloed by experts and elites. Experts often possess more data than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are nicked by the real world.
Colin Powell
33 6-10-03
Lesson 14
Fit no stereotypes. Don’t chase the latest management fads. The situation dictates which approach best accomplishes the team’s mission.
Colin Powell
34 6-10-03
Lesson 15
Don’t be afraid to challenge the pros, even in their own backyard.
Colin Powell
35 6-10-03
Questions
The role of technology in the future of ESI?
The cost of technology in the infrastructure of ESI?
The role of technology in long-term efficiency?
The role of technology in integration?
366-10-03
Technology
Questions? Comments?
37 6-10-03
Management
SOMMD Sets objectives Organizes Motivates and communicates Measures Develops people
Peter Ferdinand Drucker
38 6-10-03
Respect & Professionalism
“If Judge MacMahon had been asked what he was training Paul Crotty, Ken Caruso, Jim Duff, David Denton, or Rudy Giuliani or any of his clerks to be, he would have said it was to be a fine trial lawyer. Being able to communicate, being able to explain, being able to simplify. He expected a lot from lawyers because he saw them as professionals, from whom one should expect the highest standards…the high standards he set were born out of respect.”
Rudolf W. Giuliani
39 6-10-03
Corporate Lifecycles
Infancy The Wild Years: Go-Go The Second Birth and the Coming of
Age
Prime The Signs of Aging Aristocracy The Final Decay
Adizes
Prime = Optimal condition of the lifecycle – balance between self-control and
flexibility.
40 6-10-03
Courtship
The Wild Years: Go-Go
Infancy
PrimeCorporate Lifecycles
The Second Birthand the
Coming of Age
41 6-10-03
The Wild Years: Go-Go
Normal Problems• Self confidence• Eagerness• High Energy• Sales orientation• Seeking what else to do• Sales beyond capability to deliver
• Insufficient cost controls• Insufficiently disciplined staff
meetings• No consistent salary administration• Increasingly remote leadership
Adizes
42 6-10-03
The Wild Years: Go-Go
Normal Problems• Leadership’s inflated expectations• Unclear communication• Hope for miracles• Unclear responsibilities• Company subject to criticism
• Internal disintegration• Cracking infrastructure• Workable people-centric org structure• Everything is a priority?• Founder indispensable
Adizes
43 6-10-03
The Wild Years: Go-Go
Abnormal Problems• Arrogance• Lack of Focus• Energy too thinly spread• Sales and premature profit orientation• No boundaries on what to do
• Selling despite inability to deliver quality
• No cost controls • No staff meetings• Overpaid employees• Leadership’s paranoia
Adizes
44 6-10-03
The Wild Years: Go-Go
Abnormal Problems• No communication• Reliance on miracles• Lack of accountability• Diminishing mutual trust and respect• Collapsing infrastructure
• Unworkable people-centric organizational structure
• Everything is a priority!
Adizes
45 6-10-03
Institutionalizing Leadership
It is the difficult process of transferring the integration function that retards companies’ abilities to institutionalize entrepreneurial functions.
For a company to preserve its hard-won gains, it must make the change from management-by-intuition and management-by-the-seat-of the pants – Go-Go management – to a more professional process.
Adizes
46 6-10-03
Guns or Butter
The sooner the Go – Go realizes the necessity for setting priorities, the faster it will focus and become more efficient. The organization must learn that resources are limited and that the law of opportunity-costs prevails. Doing one thing means that one cannot do something else – and the cost of doing one thing is the price of not doing another.
Adizes
47 6-10-03
Goals
Teamwork Build integration to reduce the need for
administrative systems Purpose Focus Get over the “We’re too busy to get
organized.” Grow up
48 6-10-03
ESI
Efficient in the short run
SystematizedAdminister
Effective in the short run
FunctionalProvide the desired needs
Input (Role) Throughput Output
Effective in the long run
Efficient in the long run
Proactive
Organic
Entrepreneur
Integrate
Adizes
49 6-10-03
Entrepreneuring
“We cannot afford the luxury of waiting to see the future before we decide what to do in the present.” Adizes
“Imagination is more important than knowledge.” Einstein
Creativity and risk taking. Planning.
Adizes
50 6-10-03
Integrating
“To integrate means to change an organization’s consciousness from mechanistic to organic.”
“Managers are as good as their ability to analyze the purpose of their organizations as well as the needs and wants of the people who will accomplish the purpose.”
Adizes
51 6-10-03
Integrating
“That internal sense of belonging, of interdependence, is integration. And it is integration that makes an organization efficient.”
Adizes
52 6-10-03
Courtship
The Wild Years: Go-Go
Infancy
Prime
Corporate Lifecycles
The Second Birthand the
Coming of Age
53 6-10-03
Second Birth/Coming of Age
Normal Problems• Conflicts between partners or
decision makers• Temporary loss of vision• Founder’s acceptance of
organizational sovereignty
• Incentive systems rewarding wrong behavior
• Yo-yo delegation of authority• Policies made but not adhered to• Board of directors’ attempt to exert
controls
Adizes
54 6-10-03
Second Birth/Coming of Age
Normal Problems• Love – hate relationship between the
organization and its entrepreneurial leadership
• Difficulty changing leadership style• Entrepreneurial role monopolized and
personalized
• Lack of controls• Lack of accountability• Low morale• Lack of profit-sharing scheme• Rising profits, flat sales
Adizes
55 6-10-03
Second Birth/Coming of Age
Abnormal Problems• Return to Go-Go and the founder’s
trap• Inconsistent goals• Organizational paralysis during
endless power shifts• Rapid decline in mutual trust and
respect
• Excessive internal politics• Unchanging dysfunctional leadership
style• Entrepreneur’s refusal to delegate the
role to a depersonalized role
Adizes
56 6-10-03
Second Birth/Coming of Age
Abnormal Problems• Divide-and-rule management• Imposition of excessive and
expensive controls• Profit responsibility delegated without
capability to manage it
• Excessive salaries to retain employees
• Rising profits, falling sales
Adizes
57 6-10-03
Integration and Administration
An organization can achieve a timely move to the coming of age cycle if management consciously determines that the company is doing well and that now is the time to turn inward and organize.
Extra rules and controls are necessary only for those who lack a system of values to support them.
Adizes
58 6-10-03
Goals
Institutionalize entrepreneurship as administration grows
Switch from a sales orientation to a profit orientation
Modify the reward systems Modify the recognition and appreciation
system Integrate
59 6-10-03
Sources of Managerial Energy
a
i
pa = authorityp = poweri = influence
a = the right to make a decision to say yes and no to changei = cause people to act
without resorting to authority or power
p = the capability to punish and reward
Adizes
60 6-10-03
Shared Values
Strategy
Structure
Systems
Style
Staff
Skills
McKinsey 7-S Framework
61 6-10-03
ProductionCreative
Project Mgmt
ClientAccountMgmt
Accounting
SupplierPartners
Warehouse
ESI
ESI Framework
62 6-10-03
Agenda I - Plan of Attack
Current Status Work Flow Work-in-House, booked, finished this year, last
year Reporting Structures Cost Control Efficiency Warehouse Bottom Line Financials Purchasing
63 6-10-03
Agenda II - Plan of Attack
Everybody works for me – nobody works for me. • Find the champions.
Get to the core – building blocks and essentials of everything.• Make things as simple as possible, but not
simpler. This is a big company – this is a small
company.• Simultaneous loose-tight approach.• Concurrent approach.• Evolving model/scenario.
64 6-10-03
Agenda II - Plan of Attack
Communications audit.• Look for the culture in the tangibles.
Performance management• What gets rewarded gets done.• Skills – Knowledge – Attitude – Behavior.
The end is inherent in the means.• If you manipulate you get distrust.• If you mobilize you get commitment.
Process Approach
65 6-10-03
Agenda II - Plan of Attack
Financials & Purchasing• Where’s the money?
In revenue In cost – fixed and variable In people In pricing In buying In overhead In profit
• What are the Goals?
66 6-10-03
Laws
All living systems seek to be effective and efficient in the short and long run…
…using their fixed amount of energy in the most efficient way possible.
The pattern is the lifecycle. The more integration a system has, the shorter
the route to prime. As long as there is change, there will be
problems. All problems are created by disintegration.
Adizes
67 6-10-03
Laws
Disintegration occurs because the subsystems that comprise any system do not change all at the same time.
The role of the leaders is to lead change, integrate to solve the problems created by change, and prepare the system for the next cycle.
Integration predicts development, and lack of it predicts decay.
Adizes
68 6-10-03
“Leadership is the art of accomplishing more than the science of management says is possible.”
General Colin PowellChairman (Ret), Joint Chiefs of
Staff Secretary of State
United States of America
69 6-10-03
Lesson 16
Command is lonely.
Colin Powell