ANTIGENcy

1. ANTIGENcy

3. we are a group of former antigency people making antigens to protect companies

4. antigens = stick a little bad in to create good

5. They motivate heroic things to go do what they do best

6. When you were born you were very likely injected with at least three antigens

7. They were called inoculations

8. The intent was to help you Build Defenses against Measles, Mumps, Rubella and others.

9. You cannot see antigens. But they play a daily role in your ongoing wellness and survival. Do you wish you could thank them?

10. Antigens are a part of your immune system.

11. What if your company had an immune system?

12. ...that could sense instantly when something was not right… and DISPATCH HELP long before you knew something was wrong

13. This is what ANTIGENcy is working on…

14. SOFT A frame of mind An alternate to conventional approaches An escape metaphor HARD Proactive scenario planning Anecdotes/Antidotes

15. Idea comes from: • Immunological mindset • Epidemiology -> vaccine science • Management consulting shortcomings • 20 years of addressing corporate problems • in creative agencies

16. How does it work? 1. It starts with a change in mindset from “broke-fix” to “predict and prevent.” 2. It is all about company culture. 3. Its about injecting something bad.

17. Management Change Leadership Systems Processes Roadblocks Passion Drive Involvement Disturbance Vision and Direction Team Leadership Communications Hiring / Training Accountability Transparency Toxic Employees 1. Predict & Prevent

18. decreased customer loyalty * loss of revenue * diminished workforce effort * Low morale * low productivity * low quality *low quantity * low innovation * no creativity * uncontrollable turnover * poor schedule adherence* abuse of leave/FMLA * excessive absenteeism * Constant complaining * apathy * no solutions for problems offered * micro-management * adversarial relationships between staff and management * excessive coach and performance time * acceptance of average * resistance to change * BOREDOM

19. Trust Fairness Accuracy Accountability Engagement Continuous Improvement Challenge Positive Ownership Common Cause 2. Culture

20. 3. A Culture Antigen move from a Command and Control - Fear-based Competitive - Competition-based to a Collaborative - Learning-based Innovative - Creativity-based

21. Management Change Leadership Systems Processes Roadblocks Passion Drive Involvement Disturbance Vision and Direction Team Leadership Communications Hiring / Training Accountability Transparency Toxic Employees Collaborative / Learning / Innovative / Creative Command and Control Competition/Fear-Based

22. Collaborative / Learning / Innovative / Creative Management Change Command and Control Competition/Fear-Based • Antigen: a management change steers your Corporate Communications team into disarray. • Crises are not averted • Zero understanding or use of social media • Department is run like an old newspaper relations team • Fear of trying new approaches • Undervalues creative

23. Collaborative / Learning / Innovative / Creative Leadership Systems Command and Control Competition/Fear-Based • Antigen: Leadership meets bi-weekly to discuss corporate issues and integrate the Balanced Scorecard. • Not thoroughly canvassing the workforce. • Too much leadership exists exclusively in the theoretical. • Leadership undervalues creative.

24. Collaborative / Learning / Innovative / Creative Process Roadblocks Command and Control Competition/Fear-Based • Antigen: We are way too caught up in process. • We shut down process improvements because we haven’t seen them before (fear of unknown). • Mistakes are not valued. Fear of failure. • Continuous improvement methodologies are seen as a waste of time. • We allow process to remain the domain of IT.

25. Collaborative / Learning / Innovative / Creative Passion Command and Control Competition/Fear-Based • Antigen: Too much passion is locked too far down in the lower echelons. • We have no effective way of surfacing great ideas. • We are fostering a disengaged workforce. • How do we create “passion buoyancy?” • Do we celebrate passionate exuberance? • Our culture undervalues creative – where passion hides.

26. Collaborative / Learning / Innovative / Creative Drive Command and Control Competition/Fear-Based • Antigen: The company’s people aren’t bringing the ethic or creativity to the workplace. • We need to get them excited and feel valued. • Need to address the declining drive / brain drain in aging workplace population.

27. Collaborative / Learning / Innovative / Creative Involvement Command and Control Competition/Fear-Based • Antigen: No one seems to get involved in anything except their direct jobs. • Extremely low level of initiative. • Lack of creativity/innovation. • People don’t feel incentives to involvement. • Lack of clear communication and leadership.

28. Collaborative / Learning / Innovative / Creative Disturbance Command and Control Competition/Fear-Based • Antigen: Lay-offs have completely taken everyone’s mind off the purpose. • People are clogging up HR. • Attrition engine is cranking up. • Poor communications is fueling the fire.

29. Collaborative / Learning / Innovative / Creative Vision & Direction Command and Control Competition/Fear-Based • Antigen: The CEO is too busy to do course correction. • Everyone is following a slow/misguided leader. • Fear of overstepping bounds. • Not considering broad market changes.

30. Collaborative / Learning / Innovative / Creative Team Leadership Command and Control Competition/Fear-Based • Antigen: We have no vision in our leadership ranks. • Everyone is afraid to step up. • Failure is seen as a cancer. • Old boys network. • Fear of trying new approaches – seen as too crazy • Comfortable with old ways

31. Collaborative / Learning / Innovative / Creative Communications Command and Control Competition/Fear-Based • Antigen: We are not open and regular with our communications. Too guarded. • We aren’t saying the right things to the right people at the right times. • Our markets are not aware of what we are doing.

32. Collaborative / Learning / Innovative / Creative Hiring & Training Command and Control Competition/Fear-Based • Antigen: Our hiring practices are old school. • Our awareness of candidates seems myopic. • All good people are going elsewhere. I hear it every day. • Our salary and benefits may not be in line with averages?

33. Collaborative / Learning / Innovative / Creative Accountability Command and Control Competition/Fear-Based • Antigen: A key management member has made a big mistake and is not owning up to it. • How do we deal with that? • What is impact on employees? • How do we ensure greater accountability across all levels of our business? • How is it incented?

34. Collaborative / Learning / Innovative / Creative Transparency Command and Control Competition/Fear-Based • Antigen: everything is closed and no one knows how the business is doing. • Economic Crisis is/is not affecting us? • Is my job stable?

35. Collaborative / Learning / Innovative / Creative Toxic Employees Command and Control Competition/Fear-Based • Antigen: a toxic employee is really knowledgeable but very hard to work with. No one likes her. • She’s hoarding corporate knowledge. • Toxic to peers/management and clients. • Department is scared to lose that knowledge.

36. These are ANTIGENs Every Company Has Need to Change. Some Will Wait Until Its Too Late. Some Will Proactively Create Scenarios > Plans. ANTIGENcy uses Design Thinking to help create bad scenarios that wake people up and force them to think about things they may not know can harm them… then injects them into their system to build immunity.

37. THANK YOU antigency.com Steven Keith