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CHARLENE LI
The Disruption Mindset
Why Some Organizations Transform While Others Fail
Charlene LiNew York Times bestselling author
Senior Fellow at Altimeter, a Prophet company@charleneli
For slides, go to http://charleneli.com/KPMGEmTechCHARLENE LI
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CHARLENE LI
Average company lifespan on S&P 500 index in years (rolling 7-year average)
Source: Innosight
DISRUPTION IS THE NORMCHARLENE LI
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CHARLENE LI
Will you be a disruption victor or a disruption victim?
For slides, go to http://charleneli.com/KPMGEmTech
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CHARLENE LI
LeadershipStrategy Culture
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CHARLENE LI
Strategy Focus on Future Customers
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CHARLENE LICHARLENE LI
SKATE TO WHERE THE PUCK WILL BECHARLENE LI
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CHARLENE LICHARLENE LI
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CHARLENE LICHARLENE LI
-
0.50
1.00
1.50
2.00
Q4 '11 Q1 '12 Q2 '12 Q3 '12 Q4 '12 Q1' 13 Q2 '13 Q3 '13
Inde
xADOBE KNEW REVENUES AND INCOME WOULD FALL FOR 24 MONTHS DURING THE TRANSFORMATION
REVENUES
STOCK PRICE
NET INCOME
For slides, go to http://charleneli.com/KPMGEmTech
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CHARLENE LICHARLENE LI
-
1.00
2.00
3.00
4.00
5.00
6.00
7.00
8.00
9.00
10.00
Q4'11
Q1'12
Q2'12
Q3'12
Q4'12
Q1'13
Q2'13
Q3'13
Q4'13
Q1'14
Q2'14
Q3'14
Q4'14
Q1'15
Q2'15
Q3'15
Q4'15
Q1'16
Q2'16
Q3'16
Q4'16
Q1'17
Q2'17
Q3'17
Q4'17
Q1'18
Q2'18
Q3'18
Inde
xADOBE’S VALUE INCREASED ALMOST 10X IN 7 YEARS
REVENUES
STOCK PRICE
NET INCOME
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CHARLENE LI
Put customers in your dashboards
Spark curiosity about customers with empathy maps
FIVE WAYS TO FOCUS ON FUTURE CUSTOMERS
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CHARLENE LI
EXAMPLE EMPATHY MAP (FROM IBM)CHARLENE LI
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CHARLENE LI
Put customers in your dashboards
Spark curiosity about customers with empathy maps
Create a Customer Advisory Board (CAB)
Find your customer-obsessed people
Define your future customer with research, not hearsay
FIVE WAYS TO FOCUS ON FUTURE CUSTOMERS
For slides, go to http://charleneli.com/KPMGEmTech
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CHARLENE LI
Leadership Creating a Movement
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CHARLENE LICHARLENE LI
THINK OF THE BEST LEADER YOU’VE EVER HADCHARLENE LI
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CHARLENE LI
15
IT’S ABOUT RELATIONSHIPS
CHARLENE LI
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CHARLENE LI
LEADERS CREATE MOVEMENTS
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CHARLENE LI
“It’s only a movement if it moves without you.”- Jeremy Heimans & Henry Timms, New Power
For slides, go to http://charleneli.com/KPMGEmTech
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CHARLENE LI
Keep relationships at the center of the movement
Create a manifesto that results in action
Sustain a consistent leadership presence, especially in digital
THREE WAYS TO CREATE A MOVEMENT
For slides, go to http://charleneli.com/KPMGEmTech
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CHARLENE LI
WHAT IS YOUR DISRUPTION QUOTIENT?
STATUS QUO
9 1087654321
DISRUPTIVEDISRUPTIVE
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CHARLENE LI
The Four Disruptive Leadership Archetypes
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CHARLENE LI
Culture Beliefs & BehaviorsOperating Model
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CHARLENE LI
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CHARLENE LI
Stuck Culture ThinkingSays, “This is the way we’ve always done it.”Knowledge is power, so hoard information to make everyone come to youPeople are confident that what works today will in the futureIf it’s not invented here, then it can’t be goodTests are used to be proven right
Flux Culture ThinkingSays, “There’s got to be a better way.”Sharing is power; spread information to empower people to actPeople are paranoid that what works today won’t in the futurePeople are curious about new possibilitiesTests are used to be proven wrong – and improve
For slides, go to http://charleneli.com/KPMGEmTech
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CHARLENE LI
BELIEFS
BEHAVIORS
CULTURE REINFORCES CUSTOMER CENTRIC BELIEFS AND BEHAVIORS
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CHARLENE LI
THE THREE BELIEFS OF FLUX CULTURES
Open-ness
Agency
Flux Culture
Action
For slides, go to http://charleneli.com/KPMGEmTech
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CHARLENE LI
THE CULTURE OPERATING SYSTEMHARD-WIRESBELIEFS & BEHAVIORS
Culture
Structure
Process
Lore
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CHARLENE LI
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CHARLENE LI THE ORANGE CODE AT ING
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CHARLENE LICHARLENE LI AGILE TEAMS AT ING
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CHARLENE LI
Organize around customers
Break windows between silos
Reflect how work gets done in both physical and digital workspaces
ORG STRUCTURE BEST PRACTICES
For slides, go to http://charleneli.com/KPMGEmTech
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CHARLENE LI
FORMER CEO DAVID THODEY TOOK OVER IN 2009THE NETWORK NEEDED COMPLETE OVERHAUL, WHICH WOULD TAKE FOUR YEARSEMPLOYEES WERE SO EMBARRASSED, THEY WOULDN’T ADMIT THEY WORKED AT TELSTRA
ENGAGE TO TRANSFORM
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CHARLENE LI
WHAT WOULD HAPPEN IF YOU DID THIS IN YOUR COMPANY?
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CHARLENE LI
Demonstrate the value of good processes early on
Clarify what is open to changing –and what isn’t
Partner with disciplined leaders
Create accountability for high standards
PROCESS BEST PRACTICES
For slides, go to http://charleneli.com/KPMGEmTech
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CHARLENE LI
LORERITUAL SYMBOLS STORIES
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CHARLENE LI RITUALS CREATE BELONGINGCHARLENE LI
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CHARLENE LI
OXO’S GLOVE WALL SYMBOLIZES ITS VALUESCHARLENE LI
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CHARLENE LI HEROES WANTEDCHARLENE LI
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CHARLENE LICHARLENE LI
THE INVENTION OF THE POST-IT NOTECHARLENE LI
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CHARLENE LI
Take new hires out for lunch
Uncover initiation and departure rituals
Catalog hero stories
LORE BEST PRACTICES
For slides, go to http://charleneli.com/KPMGEmTech
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CHARLENE LI
LEAD WITH CONFIDENCECHARLENE LI
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CHARLENE LI
ENGAGE WITH COURAGE
Photo by Sammie Vasquez on Unsplash
CHARLENE LI
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CHARLENE LICHARLENE LI For slides, go to http://charleneli.com/KPMGEmTech
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CHARLENE LI
WHO ARE YOU GOING TO BE?
Photo by Sammie Vasquez on Unsplash
CHARLENE LI