ENABLING ORGANIZATIONAL TRANSFORMATION ENABLING ORGANIZATIONAL TRANSFORMATION Every morning

ENABLING ORGANIZATIONAL TRANSFORMATION

ENABLING ORGANIZATIONAL TRANSFORMATION “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.

ENABLING ORGANIZATIONAL TRANSFORMATION Significant Player Growth Process Efficiency Benchmarking Vibrant Modern Organisation Structure Creating Value for stake holder Brand Recall Return to share holder Pride of Association Return to investor Talent Induction & Retention Values Culture Behaviour Return to State & Comm External Visibility Return to Employees 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

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

ENABLING ORGANIZATIONAL TRANSFORMATION RENEW REFRAME • Create reward structure • Achieve mobilization • build individual learning • Create the vision • Develop the Organization • Build the measures REVITALIZE RESTRUCTURE • Achieve market focus • Construct an economic model • Invent new Businesses • Align physical infrastructure • Change rules through Info Tech • 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

ENABLING ORGANIZATIONAL TRANSFORMATION 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 FORMING NATURAL WORK TEAMS • Strategic Cafeteria • Cutting across functional silos • Town hall meetings • Process briefs from implementations • Forming interchangeable 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. 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

ENABLING ORGANIZATIONAL TRANSFORMATION CREATING THE VISION DEVELOPING A STRATEGIC INTENT PRIORITISING EXPECTATIONS ESTABLISHING VALUES • Developing a strategic internet • Core of the vision • Who are our constituencies • Great companies have strong values • Prioritising expectations among constituencies • Picture the company’s ultimate purpose • What is the importance we need to give to each one of them • Establishing Values • 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 • Can we do a prioritization of these. • Strength of a company is not so much in its strategy or even in its products but in the way it behaves. • Hence what expectations of each we would like to meet. • Values determine the corporate personality. • Emotionally and politically finding a banner for all to rally 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 • Values determine the disposition of all stake-holders to the company. • Values are lived through in day to day behaviour and leaders spread it.

ENABLING ORGANIZATIONAL TRANSFORMATION REFRAMING THE ORGANISATION BUILING THE MEASUREMENT SYSTEM DEVELOPING TOP LEVEL MEASURES & TARGETS • Develop Top Level Measures & Targets • What are the set of standards representing common performance attributes. • Build connectors across top level targets • Construct a bottom up business case. • Connecting the bottom up and top down measures • Balanced Score Card (objectives) - Customer perspective - Financial - Internal Operatives - Innovation & learning • Instrument Panel / Dash Board for the Org. BUILDING CONNECTORS ACROSS TOP LEVEL TARGETS CONSTRUCT A BOTTOM UP BUSINESS CASE • Establish the cause and effect relationships • Motivate field teams to identify opportunities to improve day to day operations and quantify benefits. • 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 • 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

BRINGING TRANSFORMATION I=QXA • 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