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World view and my mission

Case Interview Preparation Frameworks

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Framework
Price Profitability Revenue Cost Quantity Fixed Variable Company Hard

Structure Strategy System Staff and Skills Soft Shared value Style

Customer Ohmae 3 Cs Competitive Company Cost 5 forces PorterCs

Customer Current Competitive Suppliers New entries Substites

Framework
Soft Customer Hard Purchase Behavior Product & service Need Numbers now Numbers to grow High hierarchy Organization Structure Processes Low hierarchy Business processes Support processes Revenue Cost Strategy Cs Differentiation Company System Staff /Skills Soft Shared value Style Competitive In house Price Quantity Fixed Variable Organization Low hierarchy High hierarchy

Profitability Hard

Operation Excellent Product differentiator Operation Excellent Niche Product differentiator

Part in house part outsource Outsourced

Complex Organization Structure Low hierarchy

High hierarchy Decision making Low hierarchy

Skills People Values Mission/vision Mission/vision

change management- Kotler framewerk


Developing a vision Communicating the vision

Creating the guiding coalition

Empowering broad base actions

Estabilish a sence of urgency Generating short tem wins Consolidating gains and producing more change

Anchoring new approach in the culture

Jeffrey Cole wrote (February 2008): "... In 1987 I saw this [people-performance matrix model] in a USMC leadership training manual from, I believe 1967, which is probably still in the library either at Camp Kinser, Okinawa Japan, or at the Combat Service Support Detachment at Takegahara Garrison (Gotemba prefecture), Japan. Given that this was in a Government training manual I believe that would indicate that the diagram is probably older than the 1970s. The labels on that diagram did not have cutesy names, it was simply 'capability to learn' and 'willingness to perform' and the quadrants reflected low/high for each attribute. The mentoring recommendations based on the diagram were essentially (for the axes - willingness to perform / capability to learn): high/high : coach high/low: teach low/high: father (discipline) low/low: remove as quickly as possible. (Diagram interpretation based on the above description provided by J Cole.)

teach this person remove this person

coach this person 'father' (discipline) this person

high willingness to perform low

low - -- - - - capability to learn - - - -- high

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Leadership Framework
Leadership Attribute
Vision Communicative and Enlist Seize authority and take responsibility Plan and implement Build succession and continuity `In spite of` Mind set Confront complexity and ambiguity Wield charismatic Authority Inspire Be principled Be Rigorous about the Truth of the present Be reflective, especially about your own nature Go to the point of No return Be passionate Be optimistic Pursue significance

Non Leadership Attribute


Short term outlook Maverick and lack transparency Follow Dream Depend on heroic `Because of` Mind set Seek simplicity and coherence only Formal Authority Motivate Pragmatic Decision Making Blind determination Unaware or denial Take path of least resistance complacent Hold limiting belief Pursue success only

Core Values

Integrity

Humility

Truth

Passion

In today's world, the structure, content, and process of work have changed. Work is now: more cognitively complex more team-based and collaborative more dependent on social skills more dependent on technological competence more time pressured more mobile and less dependent on geography. In today's world, you will also be working for an organization that is likely to be very different due to competitive pressures and technological breakthroughs. Organizations today are: leaner and more agile more focused on identifying value from the customer perspective more tuned to dynamic competitive requirements and strategy less hierarchical in structure and decision authority less likely to provide lifelong careers and job security continually reorganizing to maintain or gain competitive advantage.

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The 13 aspects of leadersheap

1. Talk Straight Be honest. Tell the truth. Let people know where you stand. Use simple lan-guage. Call things what they are. Demonstrate integrity. Don t manipulate people nor distort facts. Don t spin the truth. Don t leave false impressions. I look for three things in hiring people. The first is personal integrity, the second is intelligence, and the third is a high energy level. But if you don t have the first, the second two don t matter. Warren Buffett, CEO, Berkshire-Hathaway "Real integrity is doing the right thing, knowing that nobody's going to know whether you did it or not." Oprah Winfrey 2. Demonstrate Concern Genuinely care for others. Show you care. Respect the dignity of every per-son and every role. Treat everyone with respect, especially those who can t do anything for you. Show kindness in the little things. Don t fake caring. Don t attempt to be efficient with people. The end result of kindness is that it draws people to you." Anita Roddick, Founder & CEO, The Body Shop "If people know you care, it brings out the best in them." Richard Branson, Founder, the Virgin Group 3. Create Transparency Tell the truth in a way people can verify. Get real and genuine. Be open and authentic. Err on the side of disclosure. Operate on the premise of, What you see is what you get. Don t have hidden agendas. Don t hide information. Trust happens when leaders are transparent." Jack Welch, Former CEO, G.E.

1. Talk straight 2. Demonstrate Concern 3. Create transparency 4. Right Wrongs 5. Show Loyalty 6. Deliver Results 7. Get Better 8. Confront Reality 9. Clarify Expectations 10. Practice Accountability 11. Listen First 12. Keep Commitments 13. Extend Trust

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4. Right Wrongs Make things right when you re wrong. Apologize quickly. Make restitution where possible. Practice service recoveries. Demonstrate personal humil-ity. Don t cover things up. Don t let personal pride get in the way of doing the right thing. "What I call Level 5 leaders build enduring greatness through a paradoxical blend of personal humility and professional will." Jim Collins Watergate wasn t so much a burglary as it was the failure to recognize mistakes, to take responsibility for them, and to apologize accordingly." Jon Huntsman, Chairman, Huntsman Corp. 5. Show Loyalty Give credit to others. Speak about people as if they were present. Represent others who aren t there to speak for themselves. Don t badmouth others be-hind their backs. Don t disclose others private information. If you want to retain those who are present, be loyal to those who are absent because the key to the many is the one." Stephen R. Covey 6. Deliver Results Establish a track record of results. Get the right things done. Make things happen. Accomplish what you re hired to do. Be on time and within budget. Don t overpromise and underdeliver. Don t make excuses for not delivering. "There is no ambiguity around performance at Pepsi, which some people perceive as harsh. I see it as an important and necessary part of how you operate. You can't create a high trust culture unless people perform." Craig Weatherup, former CEO, PepsiCo 7. Get Better Continuously improve. Increase your capabilities. Be a constant learner. Develop feedback systems - both formal and informal. Act upon the feedback you receive. Thank people for feedback. Don t consider yourself above feed-back. Don t assume your knowledge and skills will be sufficient for tomor-row s challenges. The illiterate of the 21st century will not be those who cannot read and write but those who cannot learn, unlearn, and relearn." Alvin Toffler 8. Confront Reality Take issues head on, even the undiscussables. Address the tough stuff directly. Acknowledge the unsaid. Lead out courageously in conversation. Don t skirt the real issues. Don t bury your head in the sand. Confront the reality, not the person. "We strive to tell everyone everything we can. We want a culture with open dialogue and straight answers. In terms of our work with employees, we have been direct with them even when they don't like the answer. Our goal is not to please everyone but instead for them to trust that what we tell them is the truth. You can't work the tough issues we face unless everyone, starting with the senior team, trusts one another." Greg Brenneman, former CEO, Continental Airlines Leaders need to be more candid with those they purport to lead. Sharing good news is easy. When it comes to the more troublesome negative news, be candid and take responsibility. Don t withhold unpleasant possibilities and don t pass off bad news to subordinates to deliver." Jon Huntsman, Chairman, Huntsman Corp

1. Talk straight 2. Demonstrate Concern 3. Create transparency 4. Right Wrongs 5. Show Loyalty 6. Deliver Results 7. Get Better 8. Confront Reality 9. Clarify Expectations 10. Practice Accountability 11. Listen First 12. Keep Commitments 13. Extend Trust

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9. Clarify Expectations Disclose and reveal expectations. Discuss them. Validate them. Renegotiate them if needed and possible. Don t violate expectations. Don t assume that expectations are clear or shared. Almost all conflict is a result of violated expectations." Blaine Lee "An individual without information cannot take responsibility. An individual who is given information cannot help but take responsibility." Jan Carlzon, former CEO, Scandinavian Airlines 10. Practice Accountability Hold yourself accountable. Hold others accountable. Take responsibility for results. Be clear on how you ll communicate how you re doing - and how others are doing. Don t avoid or shirk responsibility. Don t blame others or point fingers when things go wrong. 1. Talk straight "Remember, when you were made a leader, you weren't given a crown, you were given a responsibility to bring out the best in others. 2. Demonstrate Concern 3. Create transparency For that, your people need to trust you." Jack Welch, former CEO, General Electric 11. Listen First Listen before you speak. Understand. Diagnose. Listen with your ears...and your eyes and heart. Find out what the most important behaviors are to the people you re working with. Don t assume you know what matters most to others. Don t presume you have all the answers - or all the ques-tions. "Nothing beats personal, two-way communication for fostering cooperation and teamwork and for building an attitude of trust and understanding among employees." David Packard, Co-Founder, Hewlett Packard We ve all heard the criticism, He talks too much. When was the last time you heard someone criticized for listening too much?" Norm Augustine, Former CEO, Lockheed Martin 12. Keep Commitments Say what you re going to do. Then do what you say you re going to do. Make commitments carefully and keep them at all costs. Keep commitments the symbol of your honor. Don t break confidences. Don t attempt to PR your way out of a commitment you ve broken. Trust doesn t mean they tell you everything. It doesn t mean they don t posture. But it means if they say, We will do this, they will do it. It is credibility. It is integrity." Scott Smith, Publisher, Chicago Tribune 13. Extend Trust Demonstrate a propensity to trust. Extend trust abundantly to those who have earned your trust. Extend trust conditionally to those who are earning your trust. Learn how to appropriately extend trust to others based on the situation, risk, and credibility of the people involved. Don t withhold trust because there is risk involved. "The chief lesson I have learned in a long life is that the only way to make a man trustworthy is to trust him." Henry Stimson, U.S. Statesman "I have found that by trusting people until they prove themselves unworthy of that trust, a lot more happens." Jim Burke, former CEO, Johnson & Johnson
4. Right Wrongs 5. Show Loyalty 6. Deliver Results 7. Get Better 8. Confront Reality 9. Clarify Expectations 10. Practice Accountability 11. Listen First 12. Keep Commitments 13. Extend Trust

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Key organisational changes


Kind of changes
Reduced hierachical structuur

Objective of changes
To increase respond To decrease innovation cycle

Result of changes
Fewer layers (more laterally)

Need for
Decentralized decision making Cross unit organizational group

Blurred boundaries

To work more effectively together To decrease innovation cycle

Looser boundaries among department as well as job categories

Greater need for task & knowledge sharing

Teams as basic building blocks

To make rapid decision To reduce inefficiency To continues improve work processes

Team based organizational structure

Greater need for task & knowledge sharing

New Management perspective

To give workers more decision authority To coach the workers to work socially

Workers commit to organizational goals and mission

Managers to become coach for the workers to work socially

Continuous change

To continue the cycle of reflection

Metamorphosis )new) Migration (shift) Elaboration (a part)

Plan stability period

Compliance I want to do it in this new way

Commitment I want to do it in this new way

Reaction I will react to this change if I must Testing I must absorb this change Testing

Action I will react to achieve this change

I will put myself at stake for this change

Negative perception I feel threatened by this change

Positive perception I see the opportunities in this change Engagement I see the implications for me/us Understanding I know why and what will change Awareness I am being told about something

OPERATIONAL ASPECTS TECCHNICAL ASPECTS ASPECTS Define SMART Requirements. What are the requirements from operational aspect of the organization toward the technic.

Three parallel activities need to be managed and executed: Manage the strategy planning to deliver the context and guideline to the operational and technical work stream Manage the technical readiness (IT & technology) work streams to launch the platform and products Mange the operation readiness to prepare/set up or to adjust/change operations to be ready for the business launch and deliver services to the customers through the following departments: PR, marketing, sales, customer care, provisioning, billing, incident management Manage the readiness of support activities: finance, HR, logistic, internal IT department activities (IT/technology future development, small changes management,

Requirements Maintain Launch Adjust


Test

Design Develope Build

the integral vision by Ken Wilber


What if I had a comprehensive map of myself and the brave new world I find myself in. DURING THE LAST 30 YEARS, WE HAVE WITNESSED A HISTORICAL FIRST: ALL OF THE WORLD S CULTURES ARE NOW AVAILABLE TO US. KNOWLEDGE ITSELF IS NOW GLOBAL: HE KNOWLEDGE, EXPERIENCE, WISDOM, AND REfl ECTION OF ALL MAJOR HUMAN CIVILIZATIONS PREMODERN, MODERN, AND POSTMODERN ARE OPEN TO STUDY BY ANYONE. Now reflect this: WHAT IF WE TOOK LITERALLY EVERYTHING THAT ALL THE VARIOUS CULTURES HAVE TO TELL US ABOUT HUMAN POTENTIAL ABOUT SPIRITUAL GROWTH, PSYCHOLOGICAL GROWTH, SOCIAL GROWTH AND PUT IT ALL ON THE TABLE? WHAT IF WE ATTEMPTED TO FIND THE CRITICALLY ESSENTIAL KEYS TO HUMAN GROWTH, BASED ON THE SUM TOTAL OF HUMAN KNOWLEDGE NOW OPEN TO US? WHAT IF WE ATTEMPTED, BASED ON EXTENSIVE CROSS- CULTURAL STUDY, TO USE ALL OF THE WORLD S GREAT TRADITIONS TO CREATE A COMPOSITE MAP, A COMPREHENSIVE MAP, AN ALL- INCLUSIVE OR INTEGRAL MAP THAT INCLUDED THE BEST ELEMENTS FROM ALL OF THEM? SOUND COMPLICATED and COMPLEX but it is not! OVER THE LAST SEVERAL DE CADES, THERE HAS INDEED BEEN AN EXTENSIVE SEARCH FOR A COMPREHENSIVE MAP OF HUMAN POTENTIALS. THIS MAP USES ALL THE KNOWN SYSTEMS AND MODELS OF HUMAN GROWTH FROM THE ANCIENT SHAMANS AND SAGES TO TODAY S BREAKTHROUGHS IN COGNITIVE SCIENCE AND DISTILLS THEIR MAJOR COMPONENTS INTO 5 SIMPLE FACTORS, FACTORS THAT ARE THE ESSENTIAL ELEMENTS OR KEYS TO UNLOCKING AND FACILITATING HUMAN EVOLUTION. WELCOME TO THE INTEGRAL APPROACH.

An Integral or Comprehensive Map


THE INTEGRAL APPROACH HELPS YOU SEE BOTH YOURSELF AND THE WORLD AROUND YOU IN MORE COMPREHENSIVE AND EFFECTIVE WAYS. The 5 elements of Integral Approach are: quadrants, levels, lines, states, and types. All of these elements are, right now, available in your own awareness. They are aspects of your own experience, contours of your own consciousness, as you can easily verify for yourself as we proceed. What is the point of using this Integral Map?
FIRST: it ensure that you are utilizing the full resources for any situation and that you touch all the bases. Result is: with the greater likelihood of success. SECOND: if you learn to spot these elements in your own awareness the you can more easily appreciate them, exercise them, use them, etc. Result: So you will accelerate your own growth and development to higher, wider, deeper ways of being which results greater excellent achievements in personal and professional life

IOS = Integral Operating System. OS is the infrastructure that allows various software programs to operate. IOS (the Integral Map), is like running different software in your life such as your business, work, play, or relationships >you want the best operating system you can find, and IOS fits that bill. In touching all the bases, it allows the most effective programs to be used.

Emotional intelligence
SelfSelf-awareness
 Miss X: Low self Awareness  Team France AM/PC/Legal: Low motivation, angry, self supportive

SelfSelf-management
 Miss X: Aggressively approaching people.  Team France AM/PC/Legal: Individual + Team meetings with Miss X Delivery and Performance

SelfSelf-motivation
 Team France AM/PC/Legal: New process implementation to deal with lack of performance. Management impact due to lack of reaction from Management Team.

Delay gratification
 Miss X: No vision on rewards and challenges to reach.  Team France AM/PC/Legal: Busy to create local presence and see challenges ahead

Empathy
 Miss X: Not understanding the team feeling  Team France AM/PC/Legal: Common understanding of one Anothers feeling

Social skills
 Miss X: Outside the Team  Team France AM/PC/Legal: Self supportive

Assess current and desired behavior & CULTURE


Deloittes Culture Assessment Process Tool identifies the desired behavioral orientations, benchmarks the current and desired states and provides recommendations on how Client can achieve desired outcomes
External Focus Focus on Consumer Strategic contact Shared goals & objectives External competitivness Result/achievments Accountability Independence Action orientation Commitmnet to result Learning/Adaptive Support innovation Encourage learning Embrace change Propensity of risk Releatonship Opennness & trust Involvemnet Suppotiveness Colabration Structure/Consistecy Protocaol Conformity Formalisation control 10/29/2011 22

Organisation Change Management What is organisation change management? Organisation change management is the day-to-day responsibility of everyone who is going through the change. VEGAs experience has shown that change cannot be managed as a separate project in isolation from the daily working of the client organisation it never works. Organisation change is therefore a combination of many components, selected according to individual organisational needs, yet placed within a structured framework to ensure consistency and assurance of results.
How does VEGA approach organisation change management? At VEGA, we believe that a successful, sustainable organisation change management programme, and one that will create a climate of quality improvement, must focus on the following three components. People People are what make change succeed or fail their support and engagement with objectives and methods is a critical part of planning and execution. People will also be changed in themselves, through skills, attitudes and behaviours. Process To change what people do, its essential to understanding the present situation, including strengths and weaknesses, as well as quantify inputs, outputs and outcomes. Only then can a future state be designed and tested for likely performance change, before implementing and measuring the effects. Information Information informs decisions, is the currency of business processes, and allows performance to be tracked and improved. It is also an asset that must be kept secure and managed for future value. with these elements in mind, VEGAs organisation change framework balances technology implementation with the needs and engagement of users and stakeholders. This is because knowledge and skills transfer is fundamental to the development of a sustainable organisation aiming to deliver high grade performance in its new form. Further to this, supplementary considerations for organisational change are: Spectrum of seniority ensuring that leadership and contributions across the range of seniority are recognised Diverse capabilities roles and responsibilities will change and with them the capabilities required, as well as the need for specialist capabilities in change itself VEGAs approach assures that all these factors are built into the approach Through-life change management change will be a continuing feature of the organisation; some parts will change faster than others and be the subject of quick wins, while others will proceed at a different pace. Continuity of change is inevitable, because once the benefits have been experienced, the appetite moves from single change programmes to a culture of continuous improvement. Breadth change is much wider than physical or visible change the psychological elements are critical. Therefore, engagement to achieve positive10/29/2011 change is essential, and prompts VEGA to adopt a wholly collaborative approach to such programmes. 23 http://www.vega.co.uk/services/organisation_design/change_management.aspx