How Corporate Reorganization Creates Risk (and Opportunity) for Intelligence Effectiveness
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The document summarizes a webinar about how corporate reorganization can create risks and opportunities for intelligence effectiveness. It introduces the speakers Karen Somerville and Terry Kerby and provides an agenda that discusses utilizing coaching to mitigate risks, identifying changes in competitor organizations, and risks of internal changes. It also includes polls to engage participants.
How Corporate Reorganization Creates Risk (and Opportunity) for Intelligence Effectiveness
- 1. The Intelligence Collaborative http://IntelCollab.com #IntelCollab How Corporate Reorganization Creates Risk (and Opportunity) for Intelligence Effectiveness Powered by A Complimentary Webinar from Aurora WDC 12:00 Noon Eastern // Wednesday 3 September 2014 ~ featuring ~ Terry Kerby Karen Somerville Derek Johnson
- 2. Karen Somerville The Intelligence Collaborative http://IntelCollab.com #IntelCollab With more than 25 years of senior management experience, Karen now works as a consultant, educator, researcher, and executive coach. She is a Co- Founder of the Developing Organizational Change Skills Program™ and the President of Somerville and Associates Management Consulting LLC, which specializes in organizational change and strategic management. Powered by Terry Kerby Terry J Kerby MBA, CEC Retired Director of Corporate Strategy, 3M Company After 40 years with 3M in Canada, Europe, Middle East and the USA. Terry recently “retooled” with a Certificate in Executive Coaching. This, coupled his wealth of global business experience, positions him well to coach business leaders to maximize their performance. Karen Somerville PhD, MBA, CPA, CGA, CEC The Intelligence Collaborative is the online learning and networking community powered by Aurora WDC, our clients, partners and other friends and dedicated to exploring how to apply intelligence methods to solve real-world business problems. Apply for a free 30-day trial membership at http://IntelCollab.com or learn more about Aurora at http://AuroraWDC.com – see you next time!
- 3. Questions, Commentary & Content The Intelligence Collaborative http://IntelCollab.com #IntelCollab α Use the Questions pane on your GoToWebinar control panel and all questions will be answered in the second half of the hour. α You are welcome to tweet any comments on Twitter where we are monitoring the hashtag #IntelCollab or eavesdrop via http://tweetchat.com/room/IntelCollab α Slides will be available after the webinar for embedding and sharing via http://slideshare.net/IntelCollab α To view the recording and download the PPT file, please register for a trial membership at http://IntelCollab.com. Powered by
- 4. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by Agenda ► Session Topics: ► Utilizing a coaching approach to mitigate risk ► Identifying & exploiting change in competitor organizations ► Identifying the risks associated with internal change ► Q & A
- 5. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by Agenda ► Session Topics: ► Utilizing a coaching approach to mitigate risk ► Identifying & exploiting change in competitor organizations ► Identifying the risks associated with internal change ► Q & A
- 6. Utilizing a Coaching Approach to Mitigate Risk The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
- 7. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by What is Coaching? ► Coaching: ► Focuses on what the coachee wants to achieve ► Encourages self-discovery ► Elicits solutions and strategies from the coachee ► Holds the coachee responsible and accountable. ► Coaching is not: ► Consulting ► Mentoring ► Therapy ► Training ► Athletic development Source: International Coaching Federation (ICF)
- 8. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by Benefits of Coaching ► The opportunity to reflect on, and to test one’s understanding about, recent experiences ► The opportunity to discuss future possibilities for growth and development Burke, W. (2010). “Organization change – Theory and Practice”. 2nd Ed., Thousand Oaks, CA: Sage Publications Inc. ► 6 X - ROI Nyman, M. & Thach, L. (2013). “Coaching as a new leadership development option”. Supervision, 74(2), 23-26. ► 50% of Fortune 500 Companies use Executive Coaching ► Increased productivity International Coach Federation (ICF) http://www.coachfederation.org/need/landing.cfm?ItemNumber=747&navItemNumber=565
- 9. How does coaching help to mitigate risk? The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by ► More people in the organization will become knowledgeable about the risk and how to address it ► The solutions and strategies about mitigating risk will come from the coachee ► The coachee will be responsible and accountable ► When there are set-backs, a coach approach will help the coachee to understand what went wrong, and how to develop a plan to get back on track to achieve the goals
- 10. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by Agenda ► Session Topics: ► Utilizing a coaching approach to mitigate risk ► Identifying & exploiting change in competitor organizations ► Identifying the risks associated with internal change ► Q & A
- 11. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by Poll Question 1 ►How do you know if a competitor is going through internal change?
- 12. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by Poll Question 1 ►How do you know if a competitor is going through internal change? • Company announcement • Social media chatter • Analyst reports • Earnings call • Other
- 13. Exploiting competitors that are in the midst of internal change The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
- 14. Exploiting competitors that are in the midst of internal change Any level of change can create Fear, Uncertainty and Doubt. As CI professionals we must leverage these usually self imposed handicaps to our advantage. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
- 15. Exploiting competitors that are in the midst of internal change Any level of change can create Fear, Uncertainty and Doubt. As CI professionals we must leverage these usually self imposed handicaps to our advantage. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by ► Document the change ► Standard research internal or 3rd party – what’s changing and why?
- 16. Exploiting competitors that are in the midst of internal change Any level of change can create Fear, Uncertainty and Doubt. As CI professionals we must leverage these usually self imposed handicaps to our advantage. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by ► Document the change ► Standard research internal or 3rd party – what’s changing and why? ► So What? Analysis ► Competitors make change based on real or perceived advantage, looking forward 1- 5yrs how will the competitor be positioned on a relative competitiveness basis compared to today and how do we get ahead of them (Utilize market competitive factors) .
- 17. 6 5 4 3 2 1 The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by Market Competitive Factors (Example) 0 Competitors Position Brands Cash flow Market coverage Technology Supply chain Customer relations Today 1 year 5 years
- 18. Market Competitive Factors (Example) 6 5 4 3 2 1 The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by 0 Competitors Position Brands Cash flow Market coverage Technology Supply chain Customer relations Today 1 year 5 years
- 19. Market Competitive Factors (Example) 6 5 4 3 2 1 The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by 0 Competitors Position Brands Cash flow Market coverage Technology Supply chain Customer relations Today 1 year 5 years
- 20. Market Competitive Factors (Example) 6 5 4 3 2 1 The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by 0 Competitors Position Brands Cash flow Market coverage Technology Supply chain Customer relations Today 1 year 5 years
- 21. 6 5 4 3 2 1 The Intelligence Collaborative http://IntelCollab.com #IntelCollab * Our position Powered by 0 Competitors Position Brands Cash flow Market coverage Technology Supply chain Customer relations Today 1 year 5 years * * * Market Competitive Factors (Example)
- 22. Exploiting competitors that are in the midst of internal change Any level of change can create Fear Uncertainty and Doubt. As CI professionals we must leverage these usually self imposed handicaps to our advantage. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by ► Document the change ► Standard research – what’s changing and why? ► So What? Analysis ► Competitor is making change that COULD dramatically impact their Market position wrt technology, leading to a stronger brand presence and superior customer relations.
- 23. Exploiting competitors that are in the midst of internal change Any level of change can create Fear Uncertainty and Doubt. As CI professionals we must leverage these usually self imposed handicaps to our advantage. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by ► Document the change ► Standard research – what’s changing and why? ► So What? Analysis ► Competitor is making change that COULD dramatically impact their Market position wrt technology, leading to a stronger brand presence and customer relations. ► Now What ? Recommendation Example – Mitigate the technology advantage – The Coach approach - Adding value as a CI professional ► Identify the owner (in this case CTO or designate) ► Gain their attention - Backgrounder data ► Hold them capable of establishing and owning a plan of action ► Gain agreement (contract) Open ended questions to establish the options available ► Gain agreement to prioritize the options – Contract ► Gain agreement on plan to implement the #1 option ► Gain agreement on next steps – project plan ► Gain agreement on measurement of progress
- 24. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by Agenda ► Session Topics: ► Utilizing a coaching approach to mitigate risk ► Identifying & exploiting change in competitor organizations ► Identifying the risks associated with internal change ► Q & A
- 25. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by Poll Question 2 ► During the last 12 months has your company undergone change?
- 26. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by Poll Question 2 ► During the last 12 months has your company undergone change • Acquisition • Merger • Re org • Lay offs • C Suite • Other
- 27. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by Organizational Change ► Research continues to find that about 70% of change initiatives fail. ► There are many reasons for this high failure rate, including: ► Not dedicating sufficient resources ► Not assigning people with “change skills” to work on these initiatives ► Not recognizing and utilizing “internal drivers of organizational change”
- 28. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Leadership Visible actions as the driving force; influential champions throughout organization Powered by People HR policies/practices: e.g., selection, rewards/recognition, training, performance management Organizational Considerations Vision Inspirational, understood & measurable Org. structure, performance metrics, policies & procedures Communication Exceptional at all levels; e.g., key messages; multi vehicles, two-way Organizational Change Key Internal Drivers of Org. Change!
- 29. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by Poll Question 3 ►Which of these key internal Drivers of Organizational Change will be the most challenging for your organization to lever?
- 30. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by Poll Question 3 ►Which of these key internal Drivers of Organizational Change will be the most challenging for your organization to lever? • People • Vision • Leadership • Communications • Organizational considerations
- 31. Karen Somerville The Intelligence Collaborative http://IntelCollab.com #IntelCollab Now how about a little Q&A? karen@somervilleandassociatesmanagementconsulting.com Powered by Terry Kerby Thank you! Email: Tkerby@tjkconsulting.com The Intelligence Collaborative is the online learning and networking community powered by Aurora WDC, our clients, partners and other friends and dedicated to exploring how to apply intelligence methods to solve real-world business problems. Apply for a free 30-day trial membership at http://IntelCollab.com or learn more about Aurora at http://AuroraWDC.com – see you next time!