Reinventing strategy using strategic learning to create and sustain breakthrough performance phần 1 docx

The Strategic Learning concept presented in this book owes alot to the two great learning laboratories that have shaped my ideas.. In these pages, I’ve tried to capture some of the ideas

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A New Game • From One-Time Change to Continuous

Adaptation • The Need for Practical Tools • From the

Front Lines to the Classroom

CHAPTER 1

The Three Leadership Questions in the New Economy •

Understanding the New Economy • Eleven Hallmarks of

the New Economy

CHAPTER 2

“Shift Happens” • The Sigmoid Curve • Leaping to the

Second Curve

v

CONTENTS

CHAPTER 3

Starting with Strategy • Strategy as Making Choices •

The Dead End of Strategic Planning • The Learning

Organization • Complexity Theory • The Adaptive

Enterprise: Nature as Teacher • The Killer Competencies

CHAPTER 4

The Four-Step Process • Implementing Strategic Learning

as a Leadership Process • Step One: The Situation

Analysis (Learn) • Step Two: Strategic Choices and

Vision (Focus) • Step Three: Align the Organization

(Align) • Step Four: Implement and Experiment (Execute)

CHAPTER 5

Winning the Battle for Insight: Doing a Situation Analysis 69

No Substitute for Insight • Vision versus Insight • The

Golden Rules for Situation Analysis • Searching for the

Scoop • How to Do It • Customers • Competitors •

The Firm’s Own Realities • Industry Dynamics •

The Broader Environment • Case Study: A Situation

Analysis of Med-Surg

CHAPTER 6

A Winning Focus Begins with Insight • The Meaning of

Focus • Making the Strategic Choices • Customer Focus •

The Winning Proposition • Five Key Priorities • Simplicity

Is Not a Shortcut • The Arithmetic of Business • Vision

CHAPTER 7

Clarity of Focus • Identification of Systemwide Gaps •

Aligning the Levers of Your Organization • Getting the

Business System to Work in Sync • Your Organization as

a Unique Ecosystem • Measures and Rewards •

Structure and Process • Culture • People

CHAPTER 8

What Is Culture? • Cultural Persistence and Change •

Culture at the Corporate Level • Six Myths about

Corporate Culture • The Importance of Starting with

Strategy • When Culture Fights Strategy • When Culture

Supports Strategy • What It Takes to Create a Cultural

Change • The Right Starting Point • A Sustaining

Process • The Adaptive Culture • Knowledge Sharing as

a Crucial Value

CHAPTER 9

Getting from A to B • Pitfalls of Change Leadership • An

Equation for Successful Change • How to Lead Change:

Six Golden Rules

CHAPTER 10

The Power of Mistakes • Fostering Innovation through

Experimentation • Experiential Learning: The After-Action

Review • Strategic Learning 365 Days a Year

CHAPTER 11

Emotional Intelligence • The Elements of EQ • Strategic

Learning for Personal Renewal • Learn • Focus • Align •

Execute • “The Proof of the Pudding Is in the Eating” •

Two Real-Life Leadership Credos

The Strategic Learning concept presented in this book owes alot to the two great learning laboratories that have shaped

my ideas

The first was my two decades as a CEO These years infused in

me a strong sense of pragmatism Life in the trenches, I discovered,

is always messy So the most important question to ask about any

business idea is simply, Does it work? In these pages, I’ve tried to capture some of the ideas that do work, so that my colleagues in

business leadership may benefit from them

My second learning lab has been the five years I’ve spent at lumbia Business School as a teacher, consultant, and researcher—

Co-an opportunity to step back from the fray Co-and try to make sense of

it all

Columbia has been the avenue to a second career for me and acatalyst for my personal reinvention I’ve received wonderful sup-port and encouragement from many colleagues at the school Inparticular, I’d like to thank my good friends Bill Klepper and MikeFenlon for their rich and generous contributions to my thinking, as

viii

ACKNOWLEDGMENTS

well as Victoria Marsick of Teachers College, Columbia University,especially for her scholarly guidance on learning theory.

For the past five years, I have also had the great privilege ofserving as chairman of the board of trustees of the Institute for theFuture This has been an education in its own right, for which mythanks go especially to the Institute’s president, Bob Johansen.Bob’s inspiring ideas, unstinting support, and wise advice have con-tributed enormously to this book

As every teacher knows, teaching is the greatest way to learn Ihave learned a lot from the participants in the many programs Ihave taught, ranging from young and eager MBAs with their probingquestions to seasoned executives with their no-nonsense chal-lenges I owe them all a debt of thanks, but I’d like to express my ap-preciation especially to the people from CGNU, Chubb, DeloitteTouche Tohmatsu, Ericsson, Henry Schein, Inc., International Spe-cialty Products, SAP, and Sony Strategic Learning has been applied,battle-tested, and honed in workshops with executives from allthese companies

Responsibility for the content and ideas in this book is entirely

my own However, I could not have written it without the sionalism, dedication, enthusiasm, and tireless work of a wonderfulcreative team

profes-On the writing side, I initially had the expert help of journalistAlex Prud’homme With Alex I formed the basic structure of thebook and set out its key ideas I am indebted to Alex for constantlypushing me to develop the stories and examples

After Alex left the project to join the staff of Talk magazine, Karl

Weber, who had been serving as an editorial advisor, seamlesslytook up the task of assisting me with the writing Karl’s admirablewriting skills helped him do a marvelous job of turning the work inprogress into a final manuscript He also developed a keen under-standing of the concepts involved and proved to be a valuablesounding board and intellectual sparring partner

On the research side, I had the invaluable help of Jeff Kuhn, anadjunct professor of organizational learning at Teachers College,Columbia University Jeff and I often work together on StrategicLearning workshops Thus, Jeff was also able to bring a keen pro-

fessional eye to the shaping of the manuscript I’m grateful for hisinsights and suggestions In addition, Jeff provided skillful work indeveloping many of the case studies.

Thanks also go to my literary agent, Judith Ehrlich of LindaChester & Associates Judith has been a wonderful and very caringally She expertly steered the project from the development of a pro-posal to finding the right publisher and has remained engaged andcommitted throughout the process

My editors at John Wiley & Sons have been a pleasure to dealwith At the start, I worked with Karen Hansen, who provided su-perb guidance Later, Airie Dekidjiev took over the project with en-thusiasm and expertly piloted it through to publication Her helpand advice have been invaluable

I leave till last the support of family Writing a book, I’ve ered, is an all-consuming project One’s personal life must often go

discov-on hold when wrestling yet another revisidiscov-on into shape Without thehelp of family, the effort would be nearly impossible to sustain.Many thanks to my grown-up kids, Chris and Sally, who kept rootingfor me all the way For more than a year, every conversation we hadincluded a “How’s the book going, Dad?” (I think it’s done now,kids.) Even my sister Phoebe in far-away South Africa has beencheering me on from the sidelines This affection and support from

my family has sustained and inspired me

Finally, there is my wife Laura Herself an author, Laura hasbeen a pillar of support and understanding She has also demon-strated a wonderful knack for injecting just the right idea at just theright time And her sense of humor keeps me on an even keel, neverletting me become too discouraged when things go wrong Thankyou, Laura

WILLIEPIETERSEN

New York, NY November 2001

Willie Pietersen’s Reinventing Strategy fills a genuine void

be-tween organizational learning and strategy, without the bersome jargon of either field

cum-In these early years of the twenty-first century, it has becomeincreasingly clear that the old ways of creating and implementingstrategy no longer work At the Institute for the Future (IFTF),we’re reminded daily about today’s frenzied pace of change, mostobviously in technology but also in the social, economic, and po-litical spheres No wonder traditional methods of strategic plan-ning, which tend to assume that the future is more predictablethan it really is, have largely failed

Consequently, finding ways to transform companies into tive organizationsable to respond intelligently to an ever-changingenvironment has become the top priority for business leaders

adap-Reinventing Strategyoffers a proven process for doing just that It

is a wonderful mix of theory and practice, plus commonsense soning that works—for all the right reasons

rea-Willie Pietersen’s background makes him an ideal guide to this

new process He is both a gifted teacher and a practitioner—a fessor of the practice of management at Columbia Business Schoolwith decades of experience at the helm of global companies Think

pro-of Willie Pietersen as a player-coach Having played the game pro-ofbusiness at the big-league level, he has the respect of current play-

ers and understands the realities they face each day Thus, venting Strategyhas the feel of a coach’s notebook, an energizingguide to the creation and implementation of winning strategies—not just once, but repeatedly

Rein-I got to know Willie Pietersen at a time of intense pressure forboth of us Willie was the chairman of the board of trustees of IFTF,while I was leading the largest research program at the Institute Anemergency forced the then-president of the Institute to leave usabruptly I was the only easy choice for his replacement, but at first

I was not enthusiastic about being president During the acceleratedsearch process that followed and the first months after I accepted

the presidency of IFTF, I really got to know Willie as well as the

principles of Strategic Learning he presents in this book

I learned that Willie is guided by principles I once called him foradvice about a sticky issue involving confidential information con-cerning two competing companies that were both clients of IFTF.Willie helped us articulate the issues, reminded us of the bedrockprinciples involved, and guided us in the process of learning how todraw the line between competitors clearly and fairly—without sac-rificing the business interests of any party involved

Perhaps the most valuable lesson I’ve learned from workingwith Willie Pietersen has to do with the crucial importance of in-

sight At IFTF, we focus on foresight—the art of forecasting the

al-ways uncertain future Willie Pietersen is all about translating

foresight into insight—understanding today’s business

environ-ment better and faster than competitors, so as to gain a crucialstrategic edge Most important, Willie has created a practical

process to turn insights into action.

Reinventing Strategy is an insights-to-action guidebook, ened with engaging, revealing stories drawn from real-life compa-nies in many industries that vividly illustrate key concepts In itspages, Willie Pietersen will teach you how to learn, focus, align, and

execute—the essential steps in his Strategic Learning process day, more and more global companies are discovering the power ofStrategic Learning, both through Willie’s own coaching and throughits important role in Columbia Business School’s executive educa-tion programs, which were recently ranked number one in the

To-world for the second consecutive year by the prestigious Financial Timesof London

No matter what kind of organization you are in, Reinventing Strategy will coach you to develop your own insights and thentransform those insights into action—again and again, as our ever-changing world demands

BOBJOHANSENPresident, Institute for the Future

Menlo Park and San Francisco August 2001

The September 2001 terrorist attacks on New York and ton and the unsettling world events that followed them haveprofoundly changed the context in which leaders must lead In aseismic shift, many of the things we took for granted—the seemingcertainties on which we once relied—were drastically undermined.Our personal security, many of our freedoms, our confidence in thecontinuity of our way of life—all were apparently shattered.

Washing-This new sense of dislocation has caused people everywhere topause and search for fresh answers to life’s big questions: What do Istand for? What is really important? How should I live my life?There is a new desire to get in touch with the spiritual dimensions

of life, to rediscover community and values, and to make a ment to what really matters

commit-As we examine the implications for leadership, one importantaspect now looms much larger than before More than at any time inthe recent past, people are seeking meaning in what they do To re-spond to this quest calls for a high order of leadership, one that isable to engage people’s hearts and minds, offering them a sense of

xv

PROLOGUE

The New Leadership Challenge

A New Game

When I was a globe-trotting CEO, I wrestled with a commondilemma—how to spend more time with my kids, Chris andSally I developed a weekly ritual with Sally, then eight years old.Every Saturday morning, we’d sit down to play a game of checkers

It was our quality time together Sally was a rather good player forsuch a small child, and she wouldn’t tolerate my attempts to helpher with an extra checker or two; she wanted to win on her ownskill But she never quite managed to beat me

Then early one Saturday morning she dragged me out of bed toplay a new game I was jet-lagged after a long trip, but happy to playwith her Sally’s new game was a Nintendo video soccer game, andwithin minutes she had vanquished me Her peals of triumphantlaughter filled the house Chagrined, I tried my hand at the newgame again, and then again, but she beat me every time In fact, Iwas never able to beat Sally at video soccer

I share this story because it neatly encapsulates a powerful lesson

1

INTRODUCTION

A Journey

of Discovery