The Presenters

Matteen Afridi
Nasir Afridi

Nadar Khattak

Rehan Khattak

Naveed Zeb
PICKING THE RIGHT
TRANSITION STRATEGY
Michael D. Watkins
Overview
 Transition Strategy
 The STARS Framework
 The two important business situations
 Organizational change
 Personal change

Transition

 A transition is a move from

one controlling position to
another

Transition Strategy
 The overall approach to make changes to
move the organization in the direction
of the strategic vision
 Usually it is defined by a step-at-a-time
process
Transition into new
leadership roles
 The most challenging time in the
professional lives of managers
 Leaders in transition mostly rely on past
strategies that worked for them. That’s
a mistake!
 Executives in transition must gain a deep
understanding of the situation at hand
Transition into new
leadership roles
 Otherwise, “people with hammers will
treat everything like a nail”


 The author suggested STARS Framework

to asses the situation you are moving
into


 By using STARS Framework one can

better understand the organizational
changes needed



STARS Framework
 A Model, presented by Michael D. Watkins
that discusses the situations businesses
face
 Primarily, five (or mix of five) situations
 Acronym for Start-Up, Turnaround,
Accelerated Growth, Realignment, and
Sustaining Success
 Start-Up Turnaround Accelerated Growth Realignment Sustaining Success

The STARS Assembling the Savinga business or Managing a rapidly Reenergizing a previously Coming on the heels of a
capabilities (people, initiative widely expanding business successful organization highly regarded leader
frame-work financing and technology) acknowledged to be in that now faces problems with a stellar record of
to get a new business or serious trouble accomplishment
Have you inherited an initiative off the ground
organization or project
that is being launched as a
start-up venture, facing
crisis and in need of a
turnaround, vaulting into Challenges
accelerated growth, Building strategy, Reenergizing demoralized Putting in place structures Convincing Living in the shadow of
drifting into difficulty and structure, and systems employees and other and systems to permit employees that change is the former leader and
due for a realignment, or from scratch without a stakeholders scaling necessary managing the team he or
working at sustaining clear framework or she created
success as it confronts boundaries Making effective Integrating many new Carefully restructuring the
maturity? The situation (or decisions under time employees top team and refocusing Playing good defense
mix of situations) should Recruiting and welding a pressure the organization before embarking on too
influence how you high-performing team many new initiatives
approach your leadership Going deep enough with
transition. Making do with limited the painful cuts and Finding ways to the
resources difficult personnel choices business to the next level

Opportunities
You can do things right Everyone recognizes that The potential for growth The organization has A strong team may
from the beginning change is necessary helps to motivate people significant pockets of already be in place
strength
People are energized by Affected constituencies People will be inclined to People are motivated to
the possibilities offer significant external stretch themselves and People want to continue to continue their history of
support those who work for them see themselves as success
There are no rigid successful
preconceptions A little success goes a A foundation for
long way continued success (such as
a long product pipeline)
may be in place
Major focus…
 The article has mainly focused on the two
of them
 Turnaround
 Realignment
Watkins’ example
 Watkins elaborated all his theme with the
help of the Stephen Eizenberg, a
German born executive, example.
Stephen in turnaround
 In the European manufacturing
operations a few bold decisions were
needed
 The firm was facing some severe
problems and some instant remedies
were needed.
 So he acted more like a hero and worked
decisively
 Those bold steps were bitter at the
beginning but were fruitful later
Stephen in realignment
 Later, in the American operations,
Stephen was chosen as the executive
vice-president of the supply chain
 Here, the problem was not that evident
and was vague
 He didn’t take immediate decisions
 He had to know, the problem, himself and
to make the people aware about it
Organizational
change
 The prior set-up for the
organizational change should
be considered regarding the
turnaround and realignment.
Six fundamental principles
 Organize to learn
 Define strategic intent
 Establish A-item priorities
 Build the leadership teams
 Secure early wins
 Create supportive alliances
In turnaround…
 You need to focus on the:
 Strategy
 Competitors
 Products
 Markets
 Technologies


 And above all… the Core business!!


In realignment…
 You need to focus on the:
 Culture
 Politics
 Skills
 Beliefs


 And above all… the overall scenario!!

Personal change
As a leader, you also need to
be flexible enough to mould
yourself according to the
situation and need to know
Self management
 The personal leadership strategy greatly
depends upon the following pillars
 Enhancing self-awareness
 Exercising personal discipline
 Building complementary teams
In turnaround…
 You need to be:
 More specific
 Objective
 Clear
 Decisive
 Bold


 And above all… more like a HERO: to act

quickly!!
In realignment…
 You need to be:
 Diplomatic
 Less ego-driven
 Persuasive
 Building consensus
 Patient
 Systematic


 And above all… more like a STEWARD: to

act deliberately!!
The Presentation Summary
 Leaders in transition rely on the skills and
strategies that worked for them in the
past. That’s a mistake.
 They should better refer to the STARS
Framework to know where exactly do
they stand
 The STARS Framework gives a clear and
vivid idea, most of the business
situations, we often face
 Both Organizational and Personal
Changes should be made according to
THANK YOU!!