Reflection

It's not about You

It's not about YOU
Trust
Transforming a vicious cycle into a
virtuous cycle within the company,
cultivating trust and belief systems.
Love
Finding a purpose in what you do
• The intention to accomplish something that is at
the same time meaningful to self and
consequential to others beyond the self
Trust
When your strategy, capabilities and value are aligned with each other and with the external environment and leaders
are able to continually evolve the business model, the company will generate what economists call a virtuous cycle of
innovation, productivity and increasing returns
In today's turbulent times, business models must be aligned, yet flexible, requiring that
leaders at all levels inside your organization and in your ecosystem work together to
build successful businesses
Love
Enabling everyone in the organization to find purpose
 Team Integration

Why Know yourself, know your team

are we Game plan

here
Know your playing field

? Control
Balancing Control and Empowerment

Leadership
Unleashed and chasing stars
To get the best out of it
Participate actively
No free riders
Speaking -- be honest but not unkind
Listening -- be open minded
Engaging -- respectfully challenge what you
see is flawed or incomplete analyses
Learning Mindset Inspire others
Share your experiences (in & out of bobobox) Be a good example
Challenge and refine your thinking Prepare and participate well
Identify what matters to you Come 3.5 minutes early for every session
DO NOT LEAVE except in an emergency
DO NOT CHECK your phone and other screens
Unsuccessful Scaling
What do you think of Jans Carlzon?
 1980 1985
Revenue $ 800 million $ 5 billion

Profit $ 20 million $ 600 million

Customer Satisfaction 15/16 5/16

The best turnaround in the hardest industry

Team Integration
Objective

Getting to the stage where everybody is aligned and

truly understand about the objectives and purpose of
the company that we can start trusting the team
leaders 100%
Trust = Intention + Competence

Authenticity

Anchor??
Wobble??

Logic Empathy
 Despite differences, people Acknowledge and celebrate wins,
need to feel welcome -- good avoid overlooking achievements.
onboarding process Beware of celebrating too early.

Outstanding
It's our job to make performances need
everyone feel safe to be celebrated at
(psychological safety) the institution level.
Normally will need
to have 6 people
celebrating to feel
championed.
Leadership Journey Exercise
Reflect on the major events in your life, starting with your birth
through today. Consider highlights, low points, transitions, and
critical events. Reflect on key people, important teams or groups,
important places and vital experiences that have shaped and
impacted you in an important manner. Pay attention to times when
you were especially challenged or energized. You can divide your life
story into four or five chapters marked by major changes or
transitions in your life and give each chapter a descriptive title.
Consider how your leadership today is still influenced by your early
experiences.

Please prepare this in advance of the session. Be creative! You can

present your Leadership Journey as a drawing, a chart, a collage, a
montage of photos, a PowerPoint presentation, etc. . You will have
10 minutes to share your work and present your unique story.
Reflect on your Leadership Journey and how your past experiences have contributed to who you are as a leader. What
do these experiences reveal to you about the following?:

1. What does your Leadership Journey tell you about the values that are important to you?

2. What are the commonalities regarding the times when you are most energized and engaged?

3. What are some strengths and tactics that you have used to thrive during times of challenge?

4. What can you discern from the above about you at your best?

5. What do you consider your leadership strengths?

6. What do you find motivates/ energizes you? What do you need to have in your life and work to be satisfied and
successful?

7. What are specific personal / work challenges that you are currently experiencing that you are finding it particularly
difficult to manage?
Game Plan
Strategy is what makes you different in
ways that add compelling value for all
stakeholders
+
Need to attract key stakeholders and
keep them connected to you as you
accelerate innovation and anticipate
the future
+
Hope is not a Strategy
Building Businesses like Pros

Requires Creativity and Fast-Cycled Learning

while Doing and the Expertise/Skills/Analytics
needed to forecast under Uncertainty.

Requires Teams that have Specialized Skills

needed to play Key Roles as you Achieve a
Common Mission, Vision and Strategy while
Working Together with Passion, Perseverance
Mutual Respect and Trust
Playing Field
Business Model Evolution - determine the opportunity space
Leveraging your Business Model
When evaluating growrth options, it's important to answerr these questions:
• What can you leverage in terms of your current strategic positioning, capability platform and performance to exploit a
growth opportunity?
• What will you need to build (or buy)?
Different type of Innovation / Opportunity
 Crafting Business Model Exercise

Determine the Playing Field of bobobox

• What opportunities are available?
• What should be the midfield strategy?
• What should we defend?

Analyze the potential business model based on the levers of growth:

• Identify opportunities for enhancements, expansions or extensions to bobobox business model and
any opportunities to exit from unprofitable products or markets or to outsource capabilities.

Determine what type of Innovation/Opportunity that we need to pursue.

Customer Journey
Control
Greiner's Curve -- 6 Phases of Growth

Where are we???

Control in an age of empowerment

A fundamental problem facing managers is

how to exercise adequate control in
organizations that demand flexibility,
innovation, and creativity?

today’s managers must encourage

employees to initiate process
improvements and new ways of
responding to customers’ needs
– but in a controlled way.
Belief Systems

Management’s vision, expressed in mission

statements and credos, motivates
organizational participants to search for and
create opportunities to accomplish the overall
mission of the firm.

The beliefs systems create direction and

momentum to fuse strategies together and
provides guidance and inspiration for
individual opportunity-seeking.

Create a meaningful sense of belonging.

Boundary Systems

Boundary systems ensure that realized

strategies fall within the acceptable domain
Values
of activities.

Without boundary systems, creative

opportunity-seeking behavior and
experimentation can jeopardize the
resources and culture of the firm.

Boundary systems make explicit the costs

that will be imposed on participants who We don't break things to move fast
wander outside the boundaries to engage in
forbidden behaviors. We pursue excellence in everything that we do
Diagnostic Systems

Diagnostic control systems are the essential

management tools for transforming intended
strategies into realized strategies: they focus attention
on goal achievement for the business and for each
individual within the business.

Diagnostic control systems relate to strategy as a

plan. Diagnostic control systems allow managers to
measure outcomes and compare results with preset
profit plans and performance goals.

Without diagnostic control systems, managers would

not be able to tell if intended strategies were being
achieved.
Interactive Systems
Interactive control systems are different than diagnostic
control systems. They give managers tools to influence the
experimentation and opportunity-seeking that may result in
emergent (new) strategies.

Guide creative search processes.

These systems relate to strategy as patterns of action.

Tactical day-to-day actions and creative experiments can
be welded into a cohesive pattern that responds to
strategic uncertainties and may, over time, become
realized strategy.

For example: Ancillary services, ESG, NFT, Blockchain,

Ground screw, Podcast, Reality shows,
Subscription model, bobobox academy.
Relationships between Levers of Controls

Diagnostic Control Systems

 Control Systems Exercise

Discuss in a group of 4

Determine the 4 control systems for bobobox

Leadership
 “Leadership is about making others better as a
result of your presence and making sure that
impact lasts in your absence."

(Harvard Business School definition of leadership)

― Sheryl Sandberg, ex COO Meta Platforms

Leading Teams

Effective Team Effective Team Effective Team

Agenda
x
Design
x
Process
= Effective Team
Setting an effective team agenda

• Is it truly a team task, where team members are

interdependent and success requires the
integration of individual contributions?
Communication is done when:

• Does the team have a clear, engaging direction?

• Everyone understand deeply

• Are the team’s objectives as few and simple as

• It is described simply
possible?

• It is understood even in your absence

• Does the team’s purpose feel compelling to
team members?
• It is understood by their families

• Are the ends clearly specified, but the means

relatively open?
Structuring and Designing a team
Performance
• Does the team have the right people?
⚬ People with the appropriate technical know-how?
⚬ People with sufficient interpersonal skill to function in a
team?

• Is there an appropriate level of diversity among team

members?

• Is the team the right size – no bigger than absolutely

necessary?
Team Size
• Are team members’ roles clear, and sufficiently differentiated?
Cult, Stagnant & Lack of resources
• Does the reward system reinforce team excellence, or is only
individual performance rewarded?
Cross functional, rapid growth, high
• Is there education/training available to help people gain the accountability, sense of ownership

knowledge they need?

Free riders - low participation, poor culture,
silo, slow progress, no ownership
Managing the team process High Performing Team
• Productive conflict
• Members motivated to
Fix bad contribute
• How often does the team meet? conflicts
Norms:
• Challenge ideas
• What gets discussed in the team, in • Manage conflict
subgroups, in one-on-one settings?
More alternatives generated and
explored rigorously
• What are the norms of preparation and
interaction? Better decisions

Turnover, people are

• What is the decision making process? How leaving the company
are decisions made?

• Are conflicts surfaced? How are conflicts

resolved?
Time
Effective team -- People thrive in the presence of constraints

Manchester City have used fewer players than

any club in world football, selecting 47 players in a
five-year stint which saw four Premier League
titles go to the Etihad.

Liverpool also boast a 'stable' record having

only used four more players than City in that
time
 High Evaluating your team

Think of the people in your team and

Severity Justice
allocate them in one of these quadrants
Justice
Team members that perform high standards and
have close relationships with us.
Standards

Severity
Team members that perform high standards with
little of our attention (devotion)
Neglect Fidelity
Fidelity
Team members that fail to deliver high standards
despite of our full devotion
Neglect
Team members that deliver low standards and
Low
have little of our devotion
Low High
Devotion to their success
 "The future belongs to
those who believe in the
beauty of their dreams."
— Eleanor Roosevelt