ENABLING ORGANIZATIONAL TRANSFORMATION

1. ENABLING ORGANIZATIONALTRANSFORMATION

2. ENABLING ORGANIZATIONALTRANSFORMATION “Every morning in Africa, a Gazelle wakes up. It knows it must run faster than the fastest lion or it will be killed. Every morning a lion wakes up. It knows it must outrun the slowest Gazelle or it will starve to death. It doesn’t matter whether you are a lion or a gazelle……… when the sun comes up you better be running.” ORGANISATIONAL TRANSFORMATION IS ABOUT CREATING A VISION & THEN ENTERING THE ‘ATTICS’ TO ESTABLISH WHAT TO PRESERVE & WHAT TO DISCARD FOR IT.

3. Significant Player Growth Process Efficiency Benchmarking Vibrant Modern Organisation Structure Values Culture Behaviour Creating Value for stake holder Return to share holder Return to investor Return to State & Comm Return to Employees Brand Recall Pride of Association Talent Induction & Retention External Visibility ENABLING ORGANIZATIONALTRANSFORMATION • Transformation is identifying operational change & creating measures for it. • Transformation is putting together the change constituents and driving them. • Transformation is about creating value for all stake holders and continually • measuring it. • Transformation is employees becoming brand ambassadors to create strong internal • branding

4. Logical Steps of Transformation ENABLING ORGANIZATIONALTRANSFORMATION Building the spirit. Investment of people with new skills for regenerating the company REFRAME Shifting company’s conception of what it is and what it can achieve. RENEW Mind Spirit . Structuring (reshaping) to competitive level of performance towards leanness and fitness. Finding long term energy to do new things - by linking the corp body to environment REVITALISE RESTRUCTURE Body & Environment Body LEADERS WILL HAVE THE KEY RESPONSIBILITY OF MOBILISINGTHE ORGANISATION FOR THE TRANSFORMATION

5. ENABLING ORGANIZATIONALTRANSFORMATION • REFRAME • Achieve mobilization • Create the vision • Build the measures • RENEW • Create reward structure • build individual learning • Develop the Organization • REVITALIZE • Achieve market focus • Invent new Businesses • Change rules through Info Tech • RESTRUCTURE • Construct an economic model • Align physical infrastructure • Redesign work Architecture TRANSFORMATION IS THE ARDUOUS PROCESS OF VIRTUALLY REINVENTING / RECREATING THE BODY, MIND & SPIRIT OF THE ORGANIZATION – WHILST CONSTANTLY REDEFINING BASED ON ENVIRONMENTAL CHANGE

6. ENABLING ORGANIZATIONALTRANSFORMATION • PREPARING INDIVIDUALS FOR CHANGE (EMOTIONAL CYCLE) • Generals don’t • make victories • captains, • sergeants and • soldiers do. • Identifying the • change champion • Steps in the • process Denial, • Anger, • Bargaining, • Depression, • Acceptance • Inventory of • transformation talent • Consequences of • apathy • ACHIEVEING MOBILIZATION • Developing • Leaders • Creating wide • band interactive • communication • Encouraging the • formation of • “natural work • teams”. • Preparing • individuals for • the cycle of change • DEVELOPING LEADRES • Find a personal • (CEO) coach • the “Valley of • death” • Workshop • CREATING WIDE BAND INTERACTIVE COMMUNICATION • Strategic • Cafeteria • Town hall • meetings • Process briefs • from • implementations • FORMING NATURAL WORK TEAMS • Cutting across • functional • silos • Forming inter- • changeable • work teams to • address issues • Running key • issues / • problems as • projects ACHIEVING MPBILIZATION IS THE LEADERSHIP COMMITMENT TO EMOTIONALLY & PASSIONATELY COMMUNICATE IDENTITY & BUILD TRANSFORMATION CHAMPIONS & OBJECTIVELY & DISPASSIONATELY DEAL WITH THOSE DISPLAYING APATHY.

7. ENABLING ORGANIZATIONALTRANSFORMATION • CREATING THE VISION • Developing a • strategic internet • Prioritising • expectations among • constituencies • Establishing Values • DEVELOPING A • STRATEGIC INTENT • Core of the vision • Picture the company’s • ultimate purpose • Aspiration which converges • the analytical, emotional • and political elements of the • corporate mind. • Analytically - Dispassionate • diagnosis of the company’s • competitive situation visa - • vis customers and cost • structure • Emotionally and politically • finding a banner for all to • rally • PRIORITISING • EXPECTATIONS • Who are our • constituencies • What is the • importance we need • to give to each one of • them • Can we do a • prioritization of • these. • Hence what • expectations of • each we would like to • meet. • ESTABLISHING • VALUES • Great companies • have strong values • Strength of a • company is not so • much in its strategy • or even in its • products but in the • way it behaves. • Values determine • the corporate • personality. • Values determine the • disposition of all • stake-holders to the • company. • Values are lived • through in day to day • behaviour and leaders • spread it. VISION IS NOT AN ALTRUISTIC STATEMENT IT REFLECTS ARTICULATION OF TANGIBLE DELIVERIES TO ALL CONSTITUENTS APPROPRIATELY ORDERED IN THE CONTENT OF THE VALUES OF THE ORGANISATION

8. REFRAMING THE ORGANISATION ENABLING ORGANIZATIONALTRANSFORMATION • BUILING THE MEASUREMENT SYSTEM • Develop Top • Level Measures & • Targets • Build connectors • across top level • targets • Construct a bottom • up business case. • Connecting the • bottom up and top • down measures • DEVELOPING TOP LEVEL MEASURES & TARGETS • What are the set of • standards representing • common performance • attributes. • Balanced Score Card • (objectives) • - Customer perspective • - Financial • - Internal Operatives • - Innovation & • learning • Instrument Panel / • Dash Board for the • Org. • BUILDING CONNECTORS ACROSS TOP LEVEL TARGETS • Establish the cause • and effect • relationships • Converts the “back • room” indicators to • front room financial • results. • Allows leaders • tracking of • initiatives • Leaders an • opportunity to • express how the • business works & • learn from others • CONSTRUCT A BOTTOM UP BUSINESS CASE • Motivate field • teams to identify • opportunities to • improve day to • day operations • and quantify • benefits. • Aggregated sum • of all this creates • a business case • Bottom up • measures • Generate • enthusiasm in • the change process • CONNECTING • THE BOTTOM • UP & TOP DOWN MEASURES • Convert into • key performance • Indicators • Employees • mapping their • opportunity • measures to the • top down • measures. • Establishing • a true or hierarchy • of measures • linking initiatives • and actions at all • levels to the BSC • (or objectives) MEASUREMENT IS CENTRAL - MORE CRITICAL IS MEASURING THE RIGHT THINGS

9. BRINGING TRANSFORMATION • I = Q X A • Visioning a transformation and executing it is rooted in the deep belief • in the significant change it will entail and the strength of the passion in • all of us to carry it through. • Transformation is on creating measures all the way - Measures create • ownership - creates milestones in our , journey makes us celebrate • success - recalibrate our resolve to handle misses. • Entire leadership team - Passionate advocates & implementors of the • transformation - be Change Agents & build Change Agents AT THE END TRANSFORMATION IS THE AGGREGATE OF PEOPLE INVOLVEMENT WITH GREAT LEADERSHIP