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DR.SARMA
10 OCTOBER   2012


                    DR.SARMA/OCTOBER 2012   1
PRESENTATION OBJECTIVES

1. Appreciate how “self-limiting” mental
   models weaken creativity and thinking
   processes.
2. Appreciate an alternative way to defining
   Vision
3. Understand the concept of shared vision
   and its importance




                                  DR.SARMA/OCTOBER 2012   2
Old or young
woman- what
do you see?

Paradigm
paralysis or
paradigm
pliancy?




               DR.SARMA/OCTOBER 2012   3
LIFE FROM MANY ANGLES

Is there only one way to see
            things?
 Is there only one TRUTH?
     How can we develop
    multiple perspectives?


                        DR.SARMA/OCTOBER 2012   4
we can make
 a difference

    if only

 we think we
   can?




                DR.SARMA/OCTOBER 2012   5
OUR PRESENT ECONOMIC
SYSTEM IS “PERFECTLY”
DESIGNED TO PRODUCE
OUR PRESENT MEDIOCRE
RESULTS!

IF WE WANT THE SAME
RESULTS, LET US KEEP THE
SYSTEM.

MILLIONS OF DOLLARS
AND LOADS OF POLICIES
YET POVERTY NEVER GOES
AWAY WHY?

      DR.SARMA/OCTOBER 2012   6
DR.SARMA/OCTOBER 2012   7
IF NEED TO CHANGE

CHANGE MENTAL
MODELS

REFORM MINDSETS
ELIMINATE BIASES

                    DR.SARMA/OCTOBER 2012   8
POWER OF SHARING



Co creation Can make

extraordinary things
  happen




                       DR.SARMA/OCTOBER 2012   9
ON EYESIGHT AND VISION


“There is nothing
more pathetic than a
man with eyesight but
has no vision”.


Helen Keller




                             DR.SARMA/OCTOBER 2012   10
WHAT ARE SELF-LIMITING MENTAL MODELS?
      HOW DO THEY INFLUENCE OUR THINKING
      PROCESSES?
Self-limiting
  mental models
  are
  assumptions or
  beliefs that
  “define” what is
  “easy to do,
  “possible”,
  “realistic” or
  “achievable”
  and restrict
  what people                     DR.SARMA/OCTOBER 2012   11
  aspire for.
“ I WILL BE
HAPPY WITH
JUST ONE
MORE COW!




              DR.SARMA/OCTOBER 2012   12
MANY IDEAS MET WITH OPPOSITION


“Who the hell
 wants to hear
 actors talk?
Harry Warner, Warner Brothers,
  1927On introduction of sound
  for film



                                 DR.SARMA/OCTOBER 2012   13
“THERE IS NO LIKELIHOOD THAT MAN CAN
EVER TAP THE POWER .
IF SOMEONE DID NOT THINK DIFFERENTLY
WORLD WOULD HAVE BEEN DARKAR




                                   DR.SARMA/OCTOBER 2012   14
“I THINK THERE IS A WORLD MARKET FOR ABOUT
FIVE COMPUTERS.”
Thomas
  Watson Jr.
  Founder and
  Chairman of
  IBM, 1943




                              DR.SARMA/OCTOBER 2012   15
“EVERYTHING THAT CAN BE INVENTED HAS BEEN
INVENTED.”
Charles H. Duell, Commissioner, US Office of Patents,
  urging President William McKinley to abolish the
  patents office, 1903.




                                       DR.SARMA/OCTOBER 2012   16
“HORSES ARE HERE TO STAY. THE AUTOMOBILE IS ONLY A
NOVELTY, A FAD.”
President, Michigan Savings Bank, advising Henry
  Ford’s lawyer not to invest in Ford Motor.
  Disregarding the advice, the lawyer invested $5,000
  which he later sold for $12.5 million.




                                     DR.SARMA/OCTOBER 2012   17
FROM 1977: THERE IS NO REASON FOR ANY
INDIVIDUAL TO HAVE A COMPUTER IN HIS HOME.

FROM 1992: PEOPLE WILL GET TIRED OF
MANAGING PERSONAL COMPUTERS AND WILL
WANT INSTEAD TERMINALS, MAYBE WITH
WINDOWS




Ken Olsen, President, Digital
  Equipment, 1977
                                             DR.SARMA/OCTOBER 2012   18
Compaq now owns Digital
Leadership
  starts with
    vision.
dedication and
determination.
Strong leaders
 challenge the
  status quo




         DR.SARMA/OCTOBER 2012   19
YOUR LEADERSHIP LESSON STARTS WITH A VISION.
 Erik Weihenmayer climbed Mt. Everest in 2001
 He is completely blind!




                                           DR.SARMA/OCTOBER 2012   20
WHO DARES WINS!
“It is not that things are difficult that we do not
   dare, it is because we do not dare that
   things are difficult!”


Seneca
Roman Philosopher
16 BC




                                   DR.SARMA/OCTOBER 2012   21
Which level do leaders operate?


   Beyond Imagination
        That’s Impossible
             Looks Difficult



              Easy to do




                               DR.SARMA/OCTOBER 2012   22
Evidence-based thinking and science of
the day




              Science
              X     Y

                        Solutions
  Problems

                        DR.SARMA/OCTOBER 2012   23
What happens when the problem lies
outside of the science of the day?




           X

               Science
Problems          Y

                         Solutions ?


                         DR.SARMA/OCTOBER 2012   24
What happens when the problem lies
outside of the science of the day?
               That’s difficult!
               That’s impossible!
               That’s beyond
           X   imagination!


                Science
Problems           Y

                               Solutions ?


                               DR.SARMA/OCTOBER 2012   25
OUR BEST THINKING GOT US HERE.
The problems that we face cannot be solved by the same level of thinking
   that created them.



Albert Einstein




                                                   DR.SARMA/OCTOBER 2012   26
We need to find solutions outside of the
framework of the day!



               Y
           X
                             Solutions
                   Science
Problems




                               DR.SARMA/OCTOBER 2012   27
SCIENCE VALUES INTUITION AND
IMAGINATION TOO!
“Imagination is more important than knowledge.”


Albert Einstein




                                                  DR.SARMA/OCTOBER 2012   28
Where do leaders operate?

 Science ten years from now

            Tomorrow’s science
                    Today’s science
                X              Y
                                            Solutions
                    Yesterday’s
                     Science
 Problems




                                      DR.SARMA/OCTOBER 2012   29
WHAT IS DIFFICULT? IMPOSSIBLE?
BEYOND IMAGINATION?

                 We the humans are in two
                 different stages of
                 development
                 One lacks vision and other
                 driven by power of positive
                 vision




                          DR.SARMA/OCTOBER 2012   30
WE DO NOT REACH VISIONS, WE CREATE
THEM.


 “The future is not a result of a choice among alternative
   paths offered by the present, but a place that we create,
   first in the mind, next in will, then in action. The future is
   not some place where are going, but a place we are
   creating. We do not discover the paths but make them,
   and the action of making the future changes both the
   maker and destination.”


 John Schaar




                                          DR.SARMA/OCTOBER 2012   31
HOW MUCH CAN A PERSON ACHIEVE?

Unlikely more than the vision.

We can turn things around and
 say,

a vision limits what we can do!


                          DR.SARMA/OCTOBER 2012   32
THE ONLY TRUE LIMITS ARE THE ONES THAT THE
MIND ACCEPTS.


Thomas Edison failed 10,000 times before
  he perfected the light bulb!

Abraham Lincoln lost 8 elections (local)
 before he became President of the
 United States!




                                DR.SARMA/OCTOBER 2012   33
“There are no rules here, we are
trying to achieve something!”


Thomas Edison




                                   DR.SARMA/OCTOBER 2012   34
HOW DO WE USUALLY DEFINE
  PROBLEMS”?


1. “Deviation from a norm” or impossible”
2. Existing tool box
         - skills-ability to do
         - attitude-willingness to do
3. Knee-jerk “this way and only way”




                                            DR.SARMA/OCTOBER 2012   35
DEVIATION FROM THE “NORM”

. Who determines the “norm”? CEO?
1

2. What if “norm” is the source of the
   problem?
3. Restoration of “norm” is system
   maintenance not improvement




                            DR.SARMA/OCTOBER 2012   36
USE EXISTING SOLUTIONS - WHEN WE HAVE A
HAMMER, EVERYTHING LOOKS LIKE A NAIL!

  1. Manager - everything is a Employee problem.
  2. Employee- everything is a management
      problem.
  3. CEO- everything is a capability problem.
  4. Clients-everything is delivery problem.




                                 DR.SARMA/OCTOBER 2012   37
CONSTRAINED BY LACK OF RESOURCES-
CANNOT BRING IN CHANGE



1. Resources are universal constraints -
   when will we ever have enough?
2. Are we using existing resources
   effectively?
3. How resourceful are we?



                            DR.SARMA/OCTOBER 2012   38
IS THERE ALTERNATIVE WAY TO DEFINING
  PROBLEMS?

Define problems in terms of why there is
a difference between what we want
(shared vision) and what is happening
(current situation) and how to bridge
this gap

                             DR.SARMA/OCTOBER 2012   39
APPROACH REQUIRES TWO THINGS

1.   need to know clearly what we
      want.

2. need to know clearly what is
   happening now.




                          DR.SARMA/OCTOBER 2012   40
LEADERSHIP PRINCIPLE
Effective leaders inspire a shared vision.


A shared vision is a picture of a desired future that all stakeholders want to
   create. The emphasis is on shared, not on vision.




                                                      DR.SARMA/OCTOBER 2012      41
THINK LIKE ARCHITECTS, NOT LIKE MECHANICS.
PROBLEM SOLVING MIND SET IS DIFFERENT FROM THAT
OF CREATING SOMETHING NEW!


   Mental creation must come first than physical creation




                                       DR.SARMA/OCTOBER 2012   42
FEW QUESTIONS TO BE ASKED BY CEO



 1. Have we shared vision in our organization?
 2. Is there personal vision and shared?
 3. Can everyone relate and identify with
    shared vision of the organisation ?
 4. If there is no alignment why?




                                DR.SARMA/OCTOBER 2012   43
THEN COMES STRATEGY

Four levels of strategy

1. Grand strategy
2. Strategy
3. Operational strategy
4. Tactics




                          DR.SARMA/OCTOBER 2012   44
GRAND STRATEGY DEFINES EVERYTHING
Should we go to war? If aim is
 to leap frog market share
Who is our enemy? Who the
 nearest competition is
Who are our internal allies?
What price do we want to pay
 if we fail?
                         DR.SARMA/OCTOBER 2012   45
DECLARING WAR MAY TAKE TIME!
WWII - Roosevelt, Stalin, Churchill
It took the US two years after Nazi Germany invaded parts of Europe before
     it declared war!




                                                   DR.SARMA/OCTOBER 2012     46
HOW DO STRATEGY CONCEPTS COMPARE
 WITH MILITARY CONCEPTS?
Grand strategy           Shared vision


Strategic level         Policy


Operational level       Program strategy


Tactical level          Process and campaign
                        strategy

                                 DR.SARMA/OCTOBER 2012   47
HOW DO HEALTH STRATEGY CONCEPTS COMPARE
   WITH MILITARY CONCEPTS?

Grand strategy      Shared vision


Strategic level     Policy


Operational level   Program strategy


Tactical level      Campaign strategy


                             DR.SARMA/OCTOBER 2012   48
HOW DO HEALTH STRATEGY CONCEPTS COMPARE
   WITH MILITARY CONCEPTS?

Grand strategy      Shared vision


Strategic level     Policy


Operational level   Program strategy


Tactical level      Campaign strategy


                             DR.SARMA/OCTOBER 2012   49
HOW DO STRATEGY CONCEPTS COMPARE
   WITH MILITARY CONCEPTS?

Grand strategy      Shared vision


Strategic level     Policy


Operational level   Program strategy


Tactical level      Campaign strategy


                             DR.SARMA/OCTOBER 2012   50
“I HAVE A DREAM!”




     It took one man to dream big
     Martin luther or Gandhi




                                    DR.SARMA/OCTOBER 2012   51
HE DID NOT SAY….“I HAVE A “STRATEGIC PLAN!”




                             DR.SARMA/OCTOBER 2012   52
WHAT IS SHARED VISION?


Emphasis is on shared not on vision.


Description is in the present tense.

   Must be easy for people to draw mental picture of that
   future state




                                                       DR.SARMA/OCTOBER 2012   53
KEY PURPOSE OF A VISION

Generate new levels of
 inspiration and energy to
 change the current situation
 and create a new future.




                          DR.SARMA/OCTOBER 2012   54
TYPES OF VISIONS


Personal -     What do I want to
                  happen or create?

Shared -           What do we want to
                   happen or create?



                            DR.SARMA/OCTOBER 2012   55
PERSONAL AND SHARED VISION

Shared visions emerge from personal visions.
Personal visions come from an individual’s deep caring.
Shared visions come from a common caring.




                                                          DR.SARMA/OCTOBER 2012   56
CONVENTIONAL APPROACH TO “STRATEGY
DEVELOPMENT”



1. Where are we now?   1. Situation analysis
2. Where do we want
   to go?              2. Strategic objectives
3. How do we get
   there?
                       3. Strategy partners




                              DR.SARMA/OCTOBER 2012   57
DISADVANTAGES OF COMMON PRACTICE


1. Situation analysis is often more descriptive
   (indicators list) and less analytical.

2. “Visions” are set lower because reference point is
    the current situation (often depressing).

3. Encourages only incremental changes, not
   fundamental ones.



                                    DR.SARMA/OCTOBER 2012   58
SHOULD VISIONS BE BASED ON SITUATION
ANALYSIS?

Should we want only what we
 can have
given the current situation?

  Should we aim for what we
  truly want and change the
  current situation?
                               DR.SARMA/OCTOBER 2012   59
AN ALTERNATIVE WAY
1. Where do we want to go?
2. Where are we now?
3. Why is there a difference?
4. What needs to change?
5. How do we get there?




                                DR.SARMA/OCTOBER 2012   60
AN ALTERNATIVE WAY - DIFFERENT LANGUAGE
1. What do we want to happen?
2. What is happening now?
3. Why is there a difference?
4. What needs to change?
5. How do we nurture change and accountability?




                                                  DR.SARMA/OCTOBER 2012   61
COMPARISON


Current practice       Alternative way
                       Shared vision
Situation              Situation statement
analysis               Root cause analysis
Strategic objectives
Strategy               Strategic objectives
                       Strategy



                              DR.SARMA/OCTOBER 2012   62
ADVANTAGES OF THE NEW WAY


 Shared vision clarifies what is
1.

   important and empowers people to
   take initiative.
2. Nurtures analytical thinking.
3. Encourages focus and creativity.
4. Highlights the need for change.
5. Forces confrontation of the “dragons”.



                                 DR.SARMA/OCTOBER 2012   63
WHAT DO YOU WANT TO
HAPPEN?
REACH THE CASTLE OR
FOCUS ON DRAGONS?




                      DR.SARMA/OCTOBER 2012   64
ARE YOU AVOIDING THE
DRAGONS?
SET MILESTONE FOR
PROGRESS?

            Smart
            objectives
                Mile stones




                              DR.SARMA/OCTOBER 2012   65
SMART STRATEGIC OBJECTIVES

Specific
Measurable
Action-oriented
Realistic
Time bound


                             DR.SARMA/OCTOBER 2012   66
TO IMPROVE YOUR SCORE, KEEP
   EYE ON THE BALL!



Are people engaged in “target
   chasing”?
A “revenue number ” is not the
   ball.
It is the score!




                                 DR.SARMA/OCTOBER 2012   67
SHARED VISIONARIES ASK:
What do we want to happen?

Or What do we want to create?

NOT

What is feasible given present
 conditions?



                          DR.SARMA/OCTOBER 2012   68
HOW “BIG” SHOULD OUR VISION BE?



 The answer is how deeply do we care?
  How much are we willing to
  change?

 Every vision has a price.
 If stakeholders really want something,
    they must be willing to pay the price.
                           DR.SARMA/OCTOBER 2012   69
HOW “BIG” SHOULD VISION BE?

1. “   Floor setting” - “At least”
       we should…..

2. “Go for ceiling” - What we
  truly want “no matter what                   ”.




                              DR.SARMA/OCTOBER 2012   70
AT LEAST TO
MOVE
CLOSER TO
THE CASTLE
SO I CAN
RESCUE MY
FAMILY IN
PRISON.




              DR.SARMA/OCTOBER 2012   71
TO RESCUE
OUR
          Shared
FAMILIES, NO
          Vision
MATTER
WHAT!




                   DR.SARMA/OCTOBER 2012   72
KEY QUESTION

What would we do if we were not afraid?




                                          DR.SARMA/OCTOBER 2012   73
GREAT PEOPLE WITH VISION

                  Vision
                  “Care for the dying”


                  Initial reaction
                  “You will die yourself”


                  Price paid
                  Life of sacrifice



                            DR.SARMA/OCTOBER 2012   74
GANDHI


         Vision
         “An independent India”


         Initial reaction
         “But that will never happen!”


         Price paid
                  His life.



                    DR.SARMA/OCTOBER 2012   75
FOUNDER OF PAKISTAN - JINNAH


Vision - A new country -
Pakistan


Initial reaction -
“ But that is impossible!”


Price - Struggle and much
suffering

                                 DR.SARMA/OCTOBER 2012   76
ABRAHAM LINCOLN


                  Vision
                  “No man should be a
                  slave. Everyone man is
                  created equal. ”

                  Initial reactions
                  “You are going to break
                  the nation apart!”

                  Price paid
                         His life



                             DR.SARMA/OCTOBER 2012   77
NELSON MANDELA



Vision
A democratic South Africa
free of apartheid


Initial reactions
You’re crazy!


Price paid
27 years in prison


                            DR.SARMA/OCTOBER 2012   78
TO CHANGE SOMETHING
SOME OLD WAYS HAVE TO STOP!

SELECTIVELY DISCARD PAST
MAINTAIN ALL GOOD OF THE PRESENT
AGGRESSIVELY PURSUE FUTURE

TOBECOME CATEGORY KILLER



                              DR.SARMA/OCTOBER 2012   79
OLD LANGUAGE PATTERNS



“That’s ideal, we live
in the real world!”


“That is impossible!”




                         DR.SARMA/OCTOBER 2012   80
OLD LANGUAGE PATTERNS



“Do that and you will
become a bus driver!”


“You are throwing
your career away!”


“Are you crazy?”



                        DR.SARMA/OCTOBER 2012   81
If you are a new
             Era leader
              then your
          response – has
               to have
           New language
               patterns




If not now, then when to
  start?
If not me, then who will do
  ?                          DR.SARMA/OCTOBER 2012   82
ROLES AND RESPONSIBILITIES




     ORGANIZATION
      LEADERSHIP




RESULTS,MAINTENANCE AND                                                     COMBINE       HUMAN AND
    DEVELOPMENT OF           TASK
 RESOURCES/CAPABILITIES                 MEDIATOR   MOTIVATOR   DESIGNER    TECHNICAL,       values
                          OREINTATION
      ,INTEGRATION
                                                                            Financial .    ASPECTS




                                                                    DR.SARMA/OCTOBER 2012         83
ROLES AND RESPONSIBILITIES
   PERSONAL         •
                    •
                        CLARITY OF vision
                        INTENSITY OF ACTION
                    •   ALIGNMENT
  LEADERSHIP        •   SETTING EXAMPLE




   INFLUENCE

     Enabling

     Enlisting

 Encouraging from
      heart
IDEALS ( COURAGE,
    HUMILITY)

                                              DR.SARMA/OCTOBER 2012   84
LEADER ’S ROLES AND
                    RESPONSIBILITIES
 ARCHITECT OF
   PURPOSE




 CUSTODIAN OF
  CORPORATE
  OBJECTIVES




 CONCEPTUALIZE
CORPORATE Goals




   Direct Team
towards end goals




                                          DR.SARMA/OCTOBER 2012   85
DR.SARMA/OCTOBER 2012   86

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Vision Community

  • 1. DR.SARMA 10 OCTOBER 2012 DR.SARMA/OCTOBER 2012 1
  • 2. PRESENTATION OBJECTIVES 1. Appreciate how “self-limiting” mental models weaken creativity and thinking processes. 2. Appreciate an alternative way to defining Vision 3. Understand the concept of shared vision and its importance DR.SARMA/OCTOBER 2012 2
  • 3. Old or young woman- what do you see? Paradigm paralysis or paradigm pliancy? DR.SARMA/OCTOBER 2012 3
  • 4. LIFE FROM MANY ANGLES Is there only one way to see things? Is there only one TRUTH? How can we develop multiple perspectives? DR.SARMA/OCTOBER 2012 4
  • 5. we can make a difference if only we think we can? DR.SARMA/OCTOBER 2012 5
  • 6. OUR PRESENT ECONOMIC SYSTEM IS “PERFECTLY” DESIGNED TO PRODUCE OUR PRESENT MEDIOCRE RESULTS! IF WE WANT THE SAME RESULTS, LET US KEEP THE SYSTEM. MILLIONS OF DOLLARS AND LOADS OF POLICIES YET POVERTY NEVER GOES AWAY WHY? DR.SARMA/OCTOBER 2012 6
  • 8. IF NEED TO CHANGE CHANGE MENTAL MODELS REFORM MINDSETS ELIMINATE BIASES DR.SARMA/OCTOBER 2012 8
  • 9. POWER OF SHARING Co creation Can make extraordinary things happen DR.SARMA/OCTOBER 2012 9
  • 10. ON EYESIGHT AND VISION “There is nothing more pathetic than a man with eyesight but has no vision”. Helen Keller DR.SARMA/OCTOBER 2012 10
  • 11. WHAT ARE SELF-LIMITING MENTAL MODELS? HOW DO THEY INFLUENCE OUR THINKING PROCESSES? Self-limiting mental models are assumptions or beliefs that “define” what is “easy to do, “possible”, “realistic” or “achievable” and restrict what people DR.SARMA/OCTOBER 2012 11 aspire for.
  • 12. “ I WILL BE HAPPY WITH JUST ONE MORE COW! DR.SARMA/OCTOBER 2012 12
  • 13. MANY IDEAS MET WITH OPPOSITION “Who the hell wants to hear actors talk? Harry Warner, Warner Brothers, 1927On introduction of sound for film DR.SARMA/OCTOBER 2012 13
  • 14. “THERE IS NO LIKELIHOOD THAT MAN CAN EVER TAP THE POWER . IF SOMEONE DID NOT THINK DIFFERENTLY WORLD WOULD HAVE BEEN DARKAR DR.SARMA/OCTOBER 2012 14
  • 15. “I THINK THERE IS A WORLD MARKET FOR ABOUT FIVE COMPUTERS.” Thomas Watson Jr. Founder and Chairman of IBM, 1943 DR.SARMA/OCTOBER 2012 15
  • 16. “EVERYTHING THAT CAN BE INVENTED HAS BEEN INVENTED.” Charles H. Duell, Commissioner, US Office of Patents, urging President William McKinley to abolish the patents office, 1903. DR.SARMA/OCTOBER 2012 16
  • 17. “HORSES ARE HERE TO STAY. THE AUTOMOBILE IS ONLY A NOVELTY, A FAD.” President, Michigan Savings Bank, advising Henry Ford’s lawyer not to invest in Ford Motor. Disregarding the advice, the lawyer invested $5,000 which he later sold for $12.5 million. DR.SARMA/OCTOBER 2012 17
  • 18. FROM 1977: THERE IS NO REASON FOR ANY INDIVIDUAL TO HAVE A COMPUTER IN HIS HOME. FROM 1992: PEOPLE WILL GET TIRED OF MANAGING PERSONAL COMPUTERS AND WILL WANT INSTEAD TERMINALS, MAYBE WITH WINDOWS Ken Olsen, President, Digital Equipment, 1977 DR.SARMA/OCTOBER 2012 18 Compaq now owns Digital
  • 19. Leadership starts with vision. dedication and determination. Strong leaders challenge the status quo DR.SARMA/OCTOBER 2012 19
  • 20. YOUR LEADERSHIP LESSON STARTS WITH A VISION. Erik Weihenmayer climbed Mt. Everest in 2001 He is completely blind! DR.SARMA/OCTOBER 2012 20
  • 21. WHO DARES WINS! “It is not that things are difficult that we do not dare, it is because we do not dare that things are difficult!” Seneca Roman Philosopher 16 BC DR.SARMA/OCTOBER 2012 21
  • 22. Which level do leaders operate? Beyond Imagination That’s Impossible Looks Difficult Easy to do DR.SARMA/OCTOBER 2012 22
  • 23. Evidence-based thinking and science of the day Science X Y Solutions Problems DR.SARMA/OCTOBER 2012 23
  • 24. What happens when the problem lies outside of the science of the day? X Science Problems Y Solutions ? DR.SARMA/OCTOBER 2012 24
  • 25. What happens when the problem lies outside of the science of the day? That’s difficult! That’s impossible! That’s beyond X imagination! Science Problems Y Solutions ? DR.SARMA/OCTOBER 2012 25
  • 26. OUR BEST THINKING GOT US HERE. The problems that we face cannot be solved by the same level of thinking that created them. Albert Einstein DR.SARMA/OCTOBER 2012 26
  • 27. We need to find solutions outside of the framework of the day! Y X Solutions Science Problems DR.SARMA/OCTOBER 2012 27
  • 28. SCIENCE VALUES INTUITION AND IMAGINATION TOO! “Imagination is more important than knowledge.” Albert Einstein DR.SARMA/OCTOBER 2012 28
  • 29. Where do leaders operate? Science ten years from now Tomorrow’s science Today’s science X Y Solutions Yesterday’s Science Problems DR.SARMA/OCTOBER 2012 29
  • 30. WHAT IS DIFFICULT? IMPOSSIBLE? BEYOND IMAGINATION? We the humans are in two different stages of development One lacks vision and other driven by power of positive vision DR.SARMA/OCTOBER 2012 30
  • 31. WE DO NOT REACH VISIONS, WE CREATE THEM. “The future is not a result of a choice among alternative paths offered by the present, but a place that we create, first in the mind, next in will, then in action. The future is not some place where are going, but a place we are creating. We do not discover the paths but make them, and the action of making the future changes both the maker and destination.” John Schaar DR.SARMA/OCTOBER 2012 31
  • 32. HOW MUCH CAN A PERSON ACHIEVE? Unlikely more than the vision. We can turn things around and say, a vision limits what we can do! DR.SARMA/OCTOBER 2012 32
  • 33. THE ONLY TRUE LIMITS ARE THE ONES THAT THE MIND ACCEPTS. Thomas Edison failed 10,000 times before he perfected the light bulb! Abraham Lincoln lost 8 elections (local) before he became President of the United States! DR.SARMA/OCTOBER 2012 33
  • 34. “There are no rules here, we are trying to achieve something!” Thomas Edison DR.SARMA/OCTOBER 2012 34
  • 35. HOW DO WE USUALLY DEFINE PROBLEMS”? 1. “Deviation from a norm” or impossible” 2. Existing tool box - skills-ability to do - attitude-willingness to do 3. Knee-jerk “this way and only way” DR.SARMA/OCTOBER 2012 35
  • 36. DEVIATION FROM THE “NORM” . Who determines the “norm”? CEO? 1 2. What if “norm” is the source of the problem? 3. Restoration of “norm” is system maintenance not improvement DR.SARMA/OCTOBER 2012 36
  • 37. USE EXISTING SOLUTIONS - WHEN WE HAVE A HAMMER, EVERYTHING LOOKS LIKE A NAIL! 1. Manager - everything is a Employee problem. 2. Employee- everything is a management problem. 3. CEO- everything is a capability problem. 4. Clients-everything is delivery problem. DR.SARMA/OCTOBER 2012 37
  • 38. CONSTRAINED BY LACK OF RESOURCES- CANNOT BRING IN CHANGE 1. Resources are universal constraints - when will we ever have enough? 2. Are we using existing resources effectively? 3. How resourceful are we? DR.SARMA/OCTOBER 2012 38
  • 39. IS THERE ALTERNATIVE WAY TO DEFINING PROBLEMS? Define problems in terms of why there is a difference between what we want (shared vision) and what is happening (current situation) and how to bridge this gap DR.SARMA/OCTOBER 2012 39
  • 40. APPROACH REQUIRES TWO THINGS 1. need to know clearly what we want. 2. need to know clearly what is happening now. DR.SARMA/OCTOBER 2012 40
  • 41. LEADERSHIP PRINCIPLE Effective leaders inspire a shared vision. A shared vision is a picture of a desired future that all stakeholders want to create. The emphasis is on shared, not on vision. DR.SARMA/OCTOBER 2012 41
  • 42. THINK LIKE ARCHITECTS, NOT LIKE MECHANICS. PROBLEM SOLVING MIND SET IS DIFFERENT FROM THAT OF CREATING SOMETHING NEW! Mental creation must come first than physical creation DR.SARMA/OCTOBER 2012 42
  • 43. FEW QUESTIONS TO BE ASKED BY CEO 1. Have we shared vision in our organization? 2. Is there personal vision and shared? 3. Can everyone relate and identify with shared vision of the organisation ? 4. If there is no alignment why? DR.SARMA/OCTOBER 2012 43
  • 44. THEN COMES STRATEGY Four levels of strategy 1. Grand strategy 2. Strategy 3. Operational strategy 4. Tactics DR.SARMA/OCTOBER 2012 44
  • 45. GRAND STRATEGY DEFINES EVERYTHING Should we go to war? If aim is to leap frog market share Who is our enemy? Who the nearest competition is Who are our internal allies? What price do we want to pay if we fail? DR.SARMA/OCTOBER 2012 45
  • 46. DECLARING WAR MAY TAKE TIME! WWII - Roosevelt, Stalin, Churchill It took the US two years after Nazi Germany invaded parts of Europe before it declared war! DR.SARMA/OCTOBER 2012 46
  • 47. HOW DO STRATEGY CONCEPTS COMPARE WITH MILITARY CONCEPTS? Grand strategy Shared vision Strategic level Policy Operational level Program strategy Tactical level Process and campaign strategy DR.SARMA/OCTOBER 2012 47
  • 48. HOW DO HEALTH STRATEGY CONCEPTS COMPARE WITH MILITARY CONCEPTS? Grand strategy Shared vision Strategic level Policy Operational level Program strategy Tactical level Campaign strategy DR.SARMA/OCTOBER 2012 48
  • 49. HOW DO HEALTH STRATEGY CONCEPTS COMPARE WITH MILITARY CONCEPTS? Grand strategy Shared vision Strategic level Policy Operational level Program strategy Tactical level Campaign strategy DR.SARMA/OCTOBER 2012 49
  • 50. HOW DO STRATEGY CONCEPTS COMPARE WITH MILITARY CONCEPTS? Grand strategy Shared vision Strategic level Policy Operational level Program strategy Tactical level Campaign strategy DR.SARMA/OCTOBER 2012 50
  • 51. “I HAVE A DREAM!” It took one man to dream big Martin luther or Gandhi DR.SARMA/OCTOBER 2012 51
  • 52. HE DID NOT SAY….“I HAVE A “STRATEGIC PLAN!” DR.SARMA/OCTOBER 2012 52
  • 53. WHAT IS SHARED VISION? Emphasis is on shared not on vision. Description is in the present tense. Must be easy for people to draw mental picture of that future state DR.SARMA/OCTOBER 2012 53
  • 54. KEY PURPOSE OF A VISION Generate new levels of inspiration and energy to change the current situation and create a new future. DR.SARMA/OCTOBER 2012 54
  • 55. TYPES OF VISIONS Personal - What do I want to happen or create? Shared - What do we want to happen or create? DR.SARMA/OCTOBER 2012 55
  • 56. PERSONAL AND SHARED VISION Shared visions emerge from personal visions. Personal visions come from an individual’s deep caring. Shared visions come from a common caring. DR.SARMA/OCTOBER 2012 56
  • 57. CONVENTIONAL APPROACH TO “STRATEGY DEVELOPMENT” 1. Where are we now? 1. Situation analysis 2. Where do we want to go? 2. Strategic objectives 3. How do we get there? 3. Strategy partners DR.SARMA/OCTOBER 2012 57
  • 58. DISADVANTAGES OF COMMON PRACTICE 1. Situation analysis is often more descriptive (indicators list) and less analytical. 2. “Visions” are set lower because reference point is the current situation (often depressing). 3. Encourages only incremental changes, not fundamental ones. DR.SARMA/OCTOBER 2012 58
  • 59. SHOULD VISIONS BE BASED ON SITUATION ANALYSIS? Should we want only what we can have given the current situation? Should we aim for what we truly want and change the current situation? DR.SARMA/OCTOBER 2012 59
  • 60. AN ALTERNATIVE WAY 1. Where do we want to go? 2. Where are we now? 3. Why is there a difference? 4. What needs to change? 5. How do we get there? DR.SARMA/OCTOBER 2012 60
  • 61. AN ALTERNATIVE WAY - DIFFERENT LANGUAGE 1. What do we want to happen? 2. What is happening now? 3. Why is there a difference? 4. What needs to change? 5. How do we nurture change and accountability? DR.SARMA/OCTOBER 2012 61
  • 62. COMPARISON Current practice Alternative way Shared vision Situation Situation statement analysis Root cause analysis Strategic objectives Strategy Strategic objectives Strategy DR.SARMA/OCTOBER 2012 62
  • 63. ADVANTAGES OF THE NEW WAY Shared vision clarifies what is 1. important and empowers people to take initiative. 2. Nurtures analytical thinking. 3. Encourages focus and creativity. 4. Highlights the need for change. 5. Forces confrontation of the “dragons”. DR.SARMA/OCTOBER 2012 63
  • 64. WHAT DO YOU WANT TO HAPPEN? REACH THE CASTLE OR FOCUS ON DRAGONS? DR.SARMA/OCTOBER 2012 64
  • 65. ARE YOU AVOIDING THE DRAGONS? SET MILESTONE FOR PROGRESS? Smart objectives Mile stones DR.SARMA/OCTOBER 2012 65
  • 67. TO IMPROVE YOUR SCORE, KEEP EYE ON THE BALL! Are people engaged in “target chasing”? A “revenue number ” is not the ball. It is the score! DR.SARMA/OCTOBER 2012 67
  • 68. SHARED VISIONARIES ASK: What do we want to happen? Or What do we want to create? NOT What is feasible given present conditions? DR.SARMA/OCTOBER 2012 68
  • 69. HOW “BIG” SHOULD OUR VISION BE? The answer is how deeply do we care? How much are we willing to change? Every vision has a price. If stakeholders really want something, they must be willing to pay the price. DR.SARMA/OCTOBER 2012 69
  • 70. HOW “BIG” SHOULD VISION BE? 1. “ Floor setting” - “At least” we should….. 2. “Go for ceiling” - What we truly want “no matter what ”. DR.SARMA/OCTOBER 2012 70
  • 71. AT LEAST TO MOVE CLOSER TO THE CASTLE SO I CAN RESCUE MY FAMILY IN PRISON. DR.SARMA/OCTOBER 2012 71
  • 72. TO RESCUE OUR Shared FAMILIES, NO Vision MATTER WHAT! DR.SARMA/OCTOBER 2012 72
  • 73. KEY QUESTION What would we do if we were not afraid? DR.SARMA/OCTOBER 2012 73
  • 74. GREAT PEOPLE WITH VISION Vision “Care for the dying” Initial reaction “You will die yourself” Price paid Life of sacrifice DR.SARMA/OCTOBER 2012 74
  • 75. GANDHI Vision “An independent India” Initial reaction “But that will never happen!” Price paid His life. DR.SARMA/OCTOBER 2012 75
  • 76. FOUNDER OF PAKISTAN - JINNAH Vision - A new country - Pakistan Initial reaction - “ But that is impossible!” Price - Struggle and much suffering DR.SARMA/OCTOBER 2012 76
  • 77. ABRAHAM LINCOLN Vision “No man should be a slave. Everyone man is created equal. ” Initial reactions “You are going to break the nation apart!” Price paid His life DR.SARMA/OCTOBER 2012 77
  • 78. NELSON MANDELA Vision A democratic South Africa free of apartheid Initial reactions You’re crazy! Price paid 27 years in prison DR.SARMA/OCTOBER 2012 78
  • 79. TO CHANGE SOMETHING SOME OLD WAYS HAVE TO STOP! SELECTIVELY DISCARD PAST MAINTAIN ALL GOOD OF THE PRESENT AGGRESSIVELY PURSUE FUTURE TOBECOME CATEGORY KILLER DR.SARMA/OCTOBER 2012 79
  • 80. OLD LANGUAGE PATTERNS “That’s ideal, we live in the real world!” “That is impossible!” DR.SARMA/OCTOBER 2012 80
  • 81. OLD LANGUAGE PATTERNS “Do that and you will become a bus driver!” “You are throwing your career away!” “Are you crazy?” DR.SARMA/OCTOBER 2012 81
  • 82. If you are a new Era leader then your response – has to have New language patterns If not now, then when to start? If not me, then who will do ? DR.SARMA/OCTOBER 2012 82
  • 83. ROLES AND RESPONSIBILITIES ORGANIZATION LEADERSHIP RESULTS,MAINTENANCE AND COMBINE HUMAN AND DEVELOPMENT OF TASK RESOURCES/CAPABILITIES MEDIATOR MOTIVATOR DESIGNER TECHNICAL, values OREINTATION ,INTEGRATION Financial . ASPECTS DR.SARMA/OCTOBER 2012 83
  • 84. ROLES AND RESPONSIBILITIES PERSONAL • • CLARITY OF vision INTENSITY OF ACTION • ALIGNMENT LEADERSHIP • SETTING EXAMPLE INFLUENCE Enabling Enlisting Encouraging from heart IDEALS ( COURAGE, HUMILITY) DR.SARMA/OCTOBER 2012 84
  • 85. LEADER ’S ROLES AND RESPONSIBILITIES ARCHITECT OF PURPOSE CUSTODIAN OF CORPORATE OBJECTIVES CONCEPTUALIZE CORPORATE Goals Direct Team towards end goals DR.SARMA/OCTOBER 2012 85

Editor's Notes

  • #10: Co-creation is a form of marketing strategy or business strategy that emphasizes the generation and ongoing realization of mutual firm-customer value. It views markets as forums for firms and active customers to share, combine and renew each other's resources and capabilities to create value through new forms of interaction, service and learning mechanisms. It differs from the traditional active firm – passive consumer market construct of the past.Co-created value arises in the form of personalised, unique experiences for the customer (value-in-use) and ongoing revenue, learning and enhanced market performance drivers for the firm (loyalty, relationships, customer word of mouth). Value is co-created with customers if and when a customer is able to personalize his or her experience using a firm's product-service proposition – in the lifetime of its use – to a level that is best suited to get his or her job(s) or tasks done and which allows the firm to derive greater value from its product-service investment in the form of new knowledge, higher revenues/profitability and/or superior brand value/loyalty.[1]Scholars C.K. Prahalad and VenkatRamaswamy introduced the concept in their 2000 Harvard Business Review article, "Co-Opting Customer Competence".[2] They developed their arguments further in their book, published by the Harvard Business School Press, The Future of Competition, where they offered examples includingNapster and Netflix showing that customers would no longer be satisfied with making yes or no decisions on what a company offers.[3] Value will be increasingly co-created by the firm and the customer, they argued, rather than being created entirely inside the firm. Co-creation in their view not only describes a trend of jointly creating products. It also describes a movement away from customers buying products and services as transactions, to those purchases being made as part of an experience. The authors held that consumers seek freedom of choice to interact with the firm through a range of experiences. Customers want to define choices in a manner that reflects their view of value, and they want to interact and transact in their preferred language and style.
  • #20: elsonRolihlahla Mandela (Xhosa pronunciation: [xoˈliːɬaɬamanˈdeːla]; born 18 July 1918) is a South African politician who served as president of South Africa from 1994 to 1999, the first ever to be elected in a fully representative democratic election. Before being elected president, Mandela was a militant anti-apartheid activist, and the leader and co-founder of Umkhonto we Sizwe, the armed wing of the African National Congress (ANC). In 1962 he was arrested and convicted of sabotage and other charges, and sentenced to life imprisonment. Mandela went on to serve 27 years in prison, spending many of these years onRobben Island. Following his release from prison on 11 February 1990, Mandela led his party in the negotiations that led to the establishment of democracy in 1994. As president, he frequently gave priority to reconciliation, while introducing policies aimed at combating poverty and inequality in South Africa.[2][3]In South Africa, Mandela is often known as Madiba, his Xhosa clan name; or as tata (Xhosa: father).[4] Mandela has receivedmore than 250 awards over four decades, including the 1993 Nobel Peace Prize.