the disruption mindset - kpmg · charlene li the disruption mindset. why some organizations...

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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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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Will you be a disruption victor or a disruption victim?

For slides, go to http://charleneli.com/KPMGEmTech

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LeadershipStrategy Culture

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Strategy Focus on Future Customers

CHARLENE LICHARLENE LI

SKATE TO WHERE THE PUCK WILL BECHARLENE LI


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Put customers in your dashboards

Spark curiosity about customers with empathy maps

FIVE WAYS TO FOCUS ON FUTURE CUSTOMERS

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EXAMPLE EMPATHY MAP (FROM IBM)CHARLENE LI

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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


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Leadership Creating a Movement


THINK OF THE BEST LEADER YOU’VE EVER HADCHARLENE LI

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IT’S ABOUT RELATIONSHIPS

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LEADERS CREATE MOVEMENTS

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“It’s only a movement if it moves without you.”- Jeremy Heimans & Henry Timms, New Power


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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


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WHAT IS YOUR DISRUPTION QUOTIENT?

STATUS QUO

9 1087654321

DISRUPTIVEDISRUPTIVE

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The Four Disruptive Leadership Archetypes

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Culture Beliefs & BehaviorsOperating Model

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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


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BELIEFS

BEHAVIORS

CULTURE REINFORCES CUSTOMER CENTRIC BELIEFS AND BEHAVIORS

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THE THREE BELIEFS OF FLUX CULTURES

Open-ness

Agency

Flux Culture

Action


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THE CULTURE OPERATING SYSTEMHARD-WIRESBELIEFS & BEHAVIORS

Culture

Structure

Process

Lore

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CHARLENE LI THE ORANGE CODE AT ING

CHARLENE LICHARLENE LI AGILE TEAMS AT ING

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Organize around customers

Break windows between silos

Reflect how work gets done in both physical and digital workspaces

ORG STRUCTURE BEST PRACTICES


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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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WHAT WOULD HAPPEN IF YOU DID THIS IN YOUR COMPANY?

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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


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LORERITUAL SYMBOLS STORIES

CHARLENE LI RITUALS CREATE BELONGINGCHARLENE LI

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OXO’S GLOVE WALL SYMBOLIZES ITS VALUESCHARLENE LI

CHARLENE LI HEROES WANTEDCHARLENE LI


THE INVENTION OF THE POST-IT NOTECHARLENE LI

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Take new hires out for lunch

Uncover initiation and departure rituals

Catalog hero stories

LORE BEST PRACTICES


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LEAD WITH CONFIDENCECHARLENE LI

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ENGAGE WITH COURAGE

Photo by Sammie Vasquez on Unsplash

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CHARLENE LICHARLENE LI For slides, go to http://charleneli.com/KPMGEmTech

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WHO ARE YOU GOING TO BE?

Photo by Sammie Vasquez on Unsplash

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https://unsplash.com/photos/Zdf3zn5XXtU?utm_source=unsplash&utm_medium=referral&utm_content=creditCopyText

CHARLENE LI

THANK YOU!

Charlene Li@[email protected] slides, go to http://charleneli.com/KPMGEmTech

the disruption mindset - kpmg · charlene li the disruption mindset. why some organizations...

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