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Leaders as an Agent of Change My Teachable Point of View

Leaders as an Agent of Change My Teachable 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

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Leaders as an Agent of Change My Teachable Point of View

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  1. Leaders as an Agent of ChangeMyTeachable Point of View Maxine Fassberg Intel Israel General Manager Kiryat Gat F28 Plant Manager VP Technology Manufacturing Group

  2. Agenda: My Teachable Point of View: • Leading Change • Organizational Culture • Managerial Dilemmas • Stories of success and failure • Managing for Innovation

  3. 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

  4. 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

  5. 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

  6. 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

  7. Role Modeling We learn from what we SEEnot from what we are told! It is worth remembering:

  8. 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

  9. Managerial Dilemmas • Success Story- Leading F18 from Logic to Flash • Failure Story- about passing through the Managerial pipeline

  10. 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

  11. 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!!!

  12. canion How Deep Is Your Canyon ?

  13. 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

  14. It’s no use to stopat Continuous Improvement, INVENT Edison recognized the difference!

  15. Change the Lens- NOT the infrastructure • Square Watermelons • Wheels on Luggage • Lettuce in the bag

  16. 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

  17. Getting Beyond the Incremental Make our processes innovation-friendly Get out of your canyon

  18. 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

  19. 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

  20. 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

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