Thrive dont just Survive Predicting tomorrows business problems

Thrive, don’t just Survive Predicting tomorrow‘s business problems today? Corporate Lifecycles provides leaders with the tools, resources and support to accelerate strategic change and deliver exceptional sustainable results.

The Change Management Conceptual Map CORPORATE LIFECYCLES LEADERSHIP DEVELOPMENT Change Opportunities/Threats Manage © CORPORATE LIFECYCLES MD 2016 2

Lifecycle Theory CORPORATE LIFECYCLES LEADERSHIP DEVELOPMENT The Fall Prime Adolescent Old Age ‘Monster’ Golden Age Toddler Move to Florida Infant Death Birth Growing Aging Adizes: Corporate Lifecycles (Englewood Cliffs, NJ: Prentice Hall, 1988) © CORPORATE LIFECYCLES MD 2016 3

Organization Lifecycle Stages CORPORATE LIFECYCLES LEADERSHIP DEVELOPMENT The Fall Prime Aristocracy Adolescent Recrimination Go-Go Infant (Divorce) (Founder’s Trap/ Family Trap) Bureaucracy Death Courtship Growing Aging Adizes: Corporate Lifecycles (Englewood Cliffs, NJ: Prentice Hall, 1988) © CORPORATE LIFECYCLES MD 2016 4

Attributes of High Performing Organizations: CORPORATE LIFECYCLES LEADERSHIP DEVELOPMENT [P] Produce Results ► Effective [A] Administer ► Efficient [E] Entrepreneur ► Proactive [I] Integrate ► Organic © CORPORATE LIFECYCLES MD 2016 5

Factors affecting commitment: Factors which increase the commitment of team members to our cause: CORPORATE LIFECYCLES LEADERSHIP DEVELOPMENT Factors which decrease the commitment of team members to our cause: 1. 2. 3. 4. 5. 6. 7. © CORPORATE LIFECYCLES MD 2016 6

The Attributes of High Performing Organizations: Ø [P] Produce Results ► Effective Ø [A] Administer ► Efficient Ø [E] Entrepreneur ► Proactive Ø [I] Integrate ► Organic PA E I CORPORATE LIFECYCLES LEADERSHIP DEVELOPMENT = PRIME © CORPORATE LIFECYCLES MD 2016 7

CORPORATE LIFECYCLES LEADERSHIP DEVELOPMENT P A E I Knowledgeable Achievement Oriented Detail Oriented Systematic Efficient Organized Logical and Linear Thinker Visionary Creative Charismatic Change Oriented Risk Taker Sensitive People Person Team Builder © CORPORATE LIFECYCLES MD 2016 8

How to predict tomorrow’s issues today

Organization Lifecycle Stages CORPORATE LIFECYCLES LEADERSHIP DEVELOPMENT The Fall Prime Aristocracy Adolescent Recrimination (Divorce) Go-Go (Founder’s Trap/ Family Trap) Bureaucracy Infant Death Courtship Growing Aging Adizes: Corporate Lifecycles (Englewood Cliffs, NJ: Prentice Hall, 1988) © CORPORATE LIFECYCLES MD 2016 10

Growing versus Aging Organizations CORPORATE LIFECYCLES LEADERSHIP DEVELOPMENT Aging Growing Everything is permitted unless specifically forbidden Everything is forbidden unless specifically permitted Get what we want Want what we get Expectations exceed results Results exceed expectations Political power is in Sales and Marketing Political power is in Accounting, Finance and Legal People are kept for their contribution despite their personality People are kept for their personality despite their contribution You control the system The system controls you Problems are seen as opportunities Opportunities are seen as problems © CORPORATE LIFECYCLES MD 2016 11

The PRIME Organization CORPORATE LIFECYCLES LEADERSHIP DEVELOPMENT Effective Efficient Entrepreneurial Organic © CORPORATE LIFECYCLES MD 2016 12

Companies in PRIME CORPORATE LIFECYCLES LEADERSHIP DEVELOPMENT • You will consistently meet or exceed revenue and profitability targets and be the benchmark for the industry. • Investors will want to own your stock. The best people in the industry will want to work with you. • Clients will want to work with you and you will dominate the markets you choose to be in. © CORPORATE LIFECYCLES MD 2016 13

Organization Vitality CORPORATE LIFECYCLES LEADERSHIP DEVELOPMENT Prime: [PAEI] ed pr A&I Fle xib l e e& ibl ex l Inf Un & le ict ab ab le ict ed Pr P&E Growing Aging © CORPORATE LIFECYCLES MD 2016 14

The Growing Organization Prime: CORPORATE LIFECYCLES LEADERSHIP DEVELOPMENT [PAEi] Adolescent: [p. AEi] (Divorce) Go-Go: [Pa. Ei] Infant: : [Paei] (Founder’s Trap/ Family Trap) Courtship: : [pa. Ei] Growing Aging Adizes: Corporate Lifecycles (Englewood Cliffs, NJ: Prentice Hall, 1988) © CORPORATE LIFECYCLES MD 2016 15

The Aging Organization CORPORATE LIFECYCLES LEADERSHIP DEVELOPMENT The Fall: [PAe. I] Prime: [PAEi] Aristocracy: [p. Ae. I] Adolescent: [p. AEi] Recrimination: [-A-i] (Divorce) Go-Go: [Pa. Ei] Infant: : [Paei] (Founder’s Trap/ Family Trap) Bureaucracy: [--A-] Death: [Death] Courtship: : [pa. Ei] Growing Aging Adizes: Corporate Lifecycles (Englewood Cliffs, NJ: Prentice Hall, 1988) © CORPORATE LIFECYCLES MD 2016 16

Causes of Organizational Aging CORPORATE LIFECYCLES LEADERSHIP DEVELOPMENT Loss of ‘E’ 1. Relative perceived market share 2. Mental age of key people 3. Organization structure 4. Leadership style © CORPORATE LIFECYCLES MD 2016 17

The Growing Organization Prime: [PAEi] CORPORATE LIFECYCLES LEADERSHIP DEVELOPMENT Prime • The organization is results oriented Adolescent • Follows systems and policies • Conflict between those who want to preserve what they • Has plans and follows them and are ready for more have and those who want change risk and growth Adolescent • • Can be verybureaucracy inconsistent -- goals are not clear Premature Go-Go Expected Characteristics • • Incentives inconsistent withthe corporate goals (e. g. sales People areoften not willing to accept new organization • Spreads itself thin, going after too many opportunities. The Go-Go • - Abnormal (Divorce) rather than profit oriented) Adolescent: [p. AEi] Divorce or. Problems sell out Infant Expected Characteristics Go-Go is opportunity • Organization remainsdriven one person show • Birth, and with it the emergence of risk, requires immediate Infant Abnormal Problems Can run out. Characteristics of cash and credit • - No institutionalization of leadership Courtship Expected shift to a “results” sell, • Organization makes big error --priorities without the ability to recover. Trap/orientation Much opportunity -- but no– --sell. everything is a priority • (Founder’s Unwillingness to develop or work within a The system Go-Go: [Pa. Ei] • Organization is not yet born organization requires large infusions of cash for working Not able to control cash flow -too many demands on time Family Trap) • Thereand is much excitement Courtship Abnormal Problems capital -- results are necessary to cover the risk and meet attention Focus on the future • Organization can die it issoborn if there only commitments. • Stays infant too before long and people giveisup -- too much Infant: [Paei] • willingness Leadership is often overly optimistic: to focus on “the idea”, but no consideration • continuous All action -- pressure everyonewith is inno theshort fieldterm rewards infor sight o is May make promises that itit iscannot what going to be done, how going keep to be done, and o is. Ingoing retrospect may appear irresponsible who to do it. Courtship [pa. Ei] thinking • In othis. Unrealistic case it is an affair, and not aexpectations courtship. Growing Aging © CORPORATE LIFECYCLES MD 2016 18

The Aging Organization CORPORATE LIFECYCLES LEADERSHIP DEVELOPMENT The Fall: [PAe. I] Late Prime • The organization has lower expectations • Wants what it gets rather than gets what it Aristocracy: [p. Ae. I] wants Aristocracy • People do what expedientemphasis rather than • is. Excessive on how things are necessary done, rather than what is done Adolescent: [p. AEi] • Much formality(Divorce) on dress, environment Recrimination: [-A-i] and facilities Recrimination • Motto “don’t make Go-Go: [Pa. Ei] • is “Witch hunt” waves” begins -- people are fired • Individuals are concerned, but as a • People become (Founder’s Trap/paranoid -- “Who will Bureaucracy: [--A-] group therethe is ‘business as usual’ Trap) next to go? ” Bureaucracy be Family Infant: [Paei] • Much conflict and mutual attacks • Disassociates from environment -- hard to determine what the organization wants to get done Death: [Death] Courtship: Courtship [pa. Ei] • Many systems and rituals but few, if any, results • Alienated Death people and managers • The organization is effectively bankrupt Prime Growing Aging © CORPORATE LIFECYCLES MD 2016 19

CORPORATE LIFECYCLES LEADERSHIP DEVELOPMENT Stephen Phipps Corporate Lifecycles MD, Annapolis, MD Birmingham, MI 443. 875. 4161 Stephen@corplifemd. com www. corplifemd. com I learned almost everything I know about changing organizations from two sources. Firstly, Dr. Ichak Adizes, founder of the Adizes Institute and developer of the lifecycle theory that is at the core of our approach to organizational change. Secondly, from the many clients who openly shared their experiences, their successes and their struggles. Stephen Phipps Annapolis, MD Birmingham, MI 2016 © CORPORATE LIFECYCLES MD 2016 20