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Transcript of De gouden driehoek visie-leiderschap-cultuur Waarom ... · PDF fileDe gouden driehoek...

GEEL 10 NOVEMBER 2018 PETER ROSSEEL Director MCR, Spin-off KULeuven Visiting Professor University of Leuven

@Rosseel_Peter www.mcr-consulting.be

De gouden driehoek visie-leiderschap-cultuur. Waarom gedragsverandering zo moeilijk is

en wat je eraan kan doen.

Copyright MCR en Peter Rosseel. Deze slides mogen niet gebruikt, gedeeld of doorgestuurd worden zonder voorafgaandelijke schriftelijke toestemming van Peter Rosseel.

Black

White

*Engels

Copyright MCR en Peter Rosseel

MCR is a spin-off company of the University of Leuven (Belgium)

Model for strategy implementation, business transformation, leadership and learning

Working across organisations and country cultures: 300 organisations worldwide

Profit sector, semi government, government

Just naming a few organisations we work with

British American Tobacco ( in 65 countries)

Mozambique Leaf Tobacco Company /Universal Leaf

University of the Free State , South Africa

PicknPay, South Africa

William Grant & Sons, UK (Glenfiddich and Hendricks Gin)

Solar - Coca Cola, Brazil

JCC, Brazil (building and managing shopping malls)

Nationale Nederlanden Poland and The Netherlands

Izico, The Netherlands (inventors of the Bicky Burger)

Boehringer-Ingelheim - Taiwan

General Mills UK (Pastries)

EMC2 ( (ICT hardware & software)

Lion Brewery Sri Lanka

Sodexo Europe

Mead Johnson Nutrition Europe

Ipsen Pharma - France

Merck, Canada

COMPASS GROUP

Dataflow (Ausy Belux)

STACI Belgium

Tobania IT consultants

Mydibel

KBC Bank ING Bank - BNP Parisbas Fortis

AEXIS Financial consultants

Umicore

Promoplan

(University) Hospitals of Ghent , Brussels, Izegem,

University College Leuven Limburg (UCLL) , VIVES, HOWEST

Instituut voor de Overheid (KULeuven)

CEVORA/CEFORA

FAMIFED

City of Geel, City of Beringen, City of Turnhout, City of Ternat, City of Knokke-Heist

Home care center - Woonzorgnet Dijleland

Fonds for professional diseases ( now FEDRIS)

Fonds for accidents at work ( now FEDRIS)

Psychiatric centre O.L.V. Brugge

Ministry of Foreign Affaires

Province of Vlaams-Brabant, West-Vlaanderen &Oost-Vlaanderen

INTERNATIONAL

BELGIUM

De gouden driehoek visie-leiderschap-cultuur. Waarom gedragsverandering zo moeilijk is en wat je eraan kan doen.

The world we live

Macro level: Societal level

Meso Level: Organisational level

Micro level: Leadership

Copyright MCR en Peter Rosseel

IN SUMMARY

Adapted from The Jacksons Blame it on the Boogie

Key message

TO HELP YOU REMEMBER

Adapted from The Jacksons Blame it on the Boogie

Dont blame it on your strategy

Dont blame it on your processes

Dont blame it on your culture

Dont blame it on your government/network

Dont blame it on idiosynchrasy (I do it my way)*

Blame it on your leadership

7,89 42,11

* Versus een zo hoog mogelijke graad van standaardisatie

Copyright MCR en Peter Rosseel

De gouden driehoek visie-leiderschap-cultuur. Waarom gedragsverandering zo moeilijk is en wat je eraan kant doen.

The world we live

Macro level: Societal level

Meso Level: Organisational level

Micro level: Leadership

Copyright MCR en Peter Rosseel

The world we live in

The 4th industrial revolution

(Industry 4.0) P2P production

Platform Taxi

Copyright MCR en Peter Rosseel

The world we live in

P2P production Platform

Taxi

Democratisation

Knowledge and expertise

Knowlegde and expertise

Old Power vs New Power Copyright MCR en Peter Rosseel

Digitalisering technologische definitie

Even focus op linkerkant dan

later terugkomen op

de hele belangrijk

rechterkant

Nearly instant, free, and flawless ability to connect people, devices, and physical objects anywhere.

McKinsey&Company, January 2018

Digitalization

Even focus op linkerkant dan

later terugkomen op

de hele belangrijk

rechterkant

In general: "In an efficient way making use of the technology available to increase customer convenience and customer experience." In organisations: "In an efficient way making use of the technology available to transform your organisation in such a way that it increases employee engagement and customer convenience/ customer experience."

Relational

Genuine Learning - Agility innovation

Copyright MCR en Peter Rosseel

Digitalization

Even focus op linkerkant dan

later terugkomen op

de hele belangrijk

rechterkant

Genuine Learning - Agility innovation

Want happy customers (patients)? Focus on happy employees.

Copyright MCR en Peter Rosseel

De gouden driehoek visie-leiderschap-cultuur. Waarom gedragsverandering zo moeilijk is en wat je eraan kant doen.

The world we live

Macro level: Societal level

Meso Level: Organisational level

Micro level: Leadership

Copyright MCR en Peter Rosseel

OLD POWER

NEW POWER MODELS

Old and new power models

A dual system

Heimans, J. Timms, H. (2018) New Power. How power works in our hyper connected world and how to make it work for you.

OLD POWER

NEW POWER MODELS

Old and new power models The participation scale

Point of view of the customer (zorgklant) vs expertise

An unprecedented shift in power

Customer

Politiek en bedrijven weten niet hoe ze hier mee moeten omgaan.

Dit betekent macht afstaan en macht is u net datgene wat hen drijft. Dus terug naar kennis egt

cognitief psycholoog walter duyck; Hij heft gelijk, maar bedoelt niet wat wij er graag in willen lezen.

Digitalisation + Peer-to-Peer: Platforms Ecosystems

Dankzij technologie en de wens van mensen om aan P2P productie

te doen.

Customer

Degree-Title-Status-Ego

To claim power To take authority Old power

Hand over power to the customer

To be given authority by the customer

New power

A process of democratisation and

equality

How Biases, politics and egos derail business decisions. Chris Bradley, January 2018. McKinsey&Company

Copyright MCR en Peter Rosseel

De gouden driehoek visie-leiderschap-cultuur. Waarom gedragsverandering zo moeilijk is en wat je eraan kant doen.

The world we live

Macro level: Societal level

Meso Level: Organisational level

Micro level: Leadership

Copyright MCR en Peter Rosseel

A holistic and hence cross-functional approach

(Innovation) Strategy

Strategic implementation

plan

Change & transformation

Strong Leadership

Genuine Learning Engaging the whole

organisation

Copyright MCR en Peter Rosseel

Main objective of any organisation

Creating commitment for results

RELATIONAL COMPONENT

RATIONAL COMPONENT

Seniotr managers letteing goog the how

Divorce of Lucas

Leadership Micro

Management Copyright MCR en Peter Rosseel

Creating an agile context for innovation and new business models

1. Inform

2. Engage

3. Empower

4. Change (behaviour)

Change is innovation happens

Leaders and

managers

Copyright MCR en Peter Rosseel

What really matters

VISION

LEADERSHIP

CULTURE

You can learn. Link with SMT

Creating Commitment

for Results

Copyright MCR en Peter Rosseel

McKinsey , 201, 3 http://www.slideshare.net/aipmm/70-26633757

70% of change and transformation efforst fail.

Why is this and and how to tackle the issues?

http://www.slideshare.net/aipmm/70-26633757http://www.slideshare.net/aipmm/70-26633757http://www.slideshare.net/aipmm/70-26633757

A butterfly is a transformation not a better caterpillar

On the difference between transformation and change

Copyright MCR en Peter Rosseel

THEORY OF CHANGE

THEORY OF EXECUTION

What drives successful transformation?

VISION CULTURE LEADERSHIP

THEORY OF BUSINESS

Slide MLTC ING werkt op 3 niveaus in my

expereince more one level

one and not the 2 others; Do not assume ING doe

so do it. Copyright MCR en Peter Rosseel

CREATING COMMITMENT FOR RESULTS

FROM STRATEGY TO EXECUTION

Execution

Strategic Leadership Agenda

(SLA) C

Personal Leadership Agenda

Campaign Plan

Organisation strategy Rationale duidelijke richting visie en industrie

Relationele :Creating an engagement culture

Ery few organsiations have an engagemet cuture

without this engagement culture employee

engamement intiatives fall on dorre grond (arid

ground)

95% of all organisation