KingChapman Blog

Premortems: Technique for Improving Strategic Thinking

Posted by Bob Chapman on Jul 15, 2019 8:00:00 AM

I recently was looking through blogs from McKinsey Quarterly and ran across one of my favorites. It is entitled Bias busters: Premortems: Being Smart at the Start. The authors advocate the use of Premortems as a tool for identifying biases which can get in the way of good decision making. I agree as I use a similar process with clients who are developing strategies and transforming their organizations.

Reading the blog from McKinsey & Co. also brought back fond memories of a great man who originally taught me about Premortems. Marty Leaf was an accomplished lawyer in New York. He began his career as a trial lawyer and later expanded to handle dispute resolution as well as complex contract negotiations. Marty also provided a great service to humanitarian organizations such as the Buckminster Fuller Institute, Hunger Project and a United Nations NGO. Marty’s clients were typically large, well-known businesses, but also included a diverse group of individuals such as Lhamo Dondrub, the 14th Dalai Lama, John Denver and Werner Erhard.

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Topics: Strategic Execution, Organizational Transformation

The Words Leaders Use Can Greatly Impact Performance

Posted by Bob Chapman on Jun 19, 2019 2:26:23 PM

In getting their jobs done, executives and managers primarily deal in communications. This includes the spoken and written word, along with the behaviors associated with those words. Words in the English language are full of richness in meaning. Yet for all the richness, we in business tend to bend, borrow and, in some cases, overtly distort the meaning of words to fit our purposes. While this convenient borrowing serves near-term purposes, often the long-term consequences are that the implied meaning of words we use in business are confusing if not compromised. This increases the complication of situations and can lead us astray.

Words are full of meaning and message, and in business are theoretically assumed to describe behavior. When the behaviors of executives and managers are consistent with their words, a powerful dynamic is created. Consider that an operational definition of integrity is behavior that is consistent with words. Doing what we said we would do, or not doing what we said we would not do is an essential part of establishing credibility and integrity as an executive or manager. Conversely, saying one thing and behaving differently is a surefire way to send mixed messages to a group, organization or team. At the end of the day, communication, which is comprised of behavior and words, matters greatly.

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Topics: Organizational Culture, Leadership

What Henry Cavendish Can Teach Us About Organizational Culture

Posted by Bob Chapman on Jun 10, 2019 6:23:56 PM

 

Organizational culture is one of the most important and yet misunderstood aspects in business today. Culture has profound impact on a business organization's performance. For example, a Harvard Business School study documented the significant impact of culture on performance. Heskett and Kotter documented the dramatic differences between companies with good cultures vs those with poor cultures on key performance measures. For example, the companies with good cultures achieved 756% growth in net income during the same time period that companies with poor performing culture saw just 1% net income growth.

Given the importance of culture on performance, one would assume that those of us in business would have an excellent understanding of what culture is. While this seems obvious, it is not the case. Most of us have an incomplete understanding of organizational culture. We assume that culture is:

  • The artifacts which can be seen in the organization. These artifacts include the behaviors which can be seen. It also includes how communication is delivered, the workplace is organized as well as how practices and processes deployed. While declaration is given that those artifacts are the culture, less consideration is given as to why those artifacts occur. Said differently, identifying what the cultural artifacts are is useful, however, meaningful change can occur only after determining why that culture occurs.
  • The values of the organization. It is common practice for executives who seek to change or improve their organization’s culture to use exercises to develop the exact wording for the desired values and principles of the organization. The assumption is that by identifying and claiming these new values that they will now occur in the culture. While this is a popular approach to culture change, it seldom works out for any length of time.
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Topics: Organizational Culture, Leading Breakthroughs, Organizational Transformation

How Hollywood Might Depict Changing Organizational Culture

Posted by Bob Chapman on May 30, 2019 2:55:21 PM

Most of us love movies and TV shows because it allows us to look in on characters and situations to see how things play out. Recently there has been fascinating news coverage and social media chatter about the unexpected ending to Game of Thrones. Many people are outraged at the treatment of their favorite characters. In a similar time frame, the long running TV sitcom Big Bang Theory also completed its story. While there was not as much angst and upset as with Game of Thrones, there still were plenty of points of view on how it should have ended.

This recent news got me thinking how Hollywood writers would develop a script about executives involved in changing organizational culture. What would the story line be and who would be the main characters? How might this story play out?

If we assume the screen writers looked on the internet for guidance and used the prevailing mindset about changing organizational culture, then we could expect a hero or two who were inspiring. This inspiration would be geared toward helping groups of people find new values, which in turn changed the values in the organization.

  • Given that, what movies come to mind which are inspiring?
  • What would be your list of top 10?
  • Would you include any of the following?
  • If asked to name movies which depict how you think about changing a culture, which movies would you pick?
  • Would you think of movies which you found inspiring?

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Topics: Organizational Culture

Appreciating I.M. Pei and Architecture for Transformation

Posted by Bob Chapman on May 29, 2019 10:34:23 AM

Photo of The Louvre pyramid which serves as the entrance, designed by I.M. Pei 

A remarkable man died at the age of 102 on May 16th, 2019. I.M Pei lead the design of some of the most unique buildings, which blended daring visual effect with practicality. Among his most notable projects were Boston's John F Kennedy Library and Museum, Bank of China tower in Hong Kong, Japan's Miho Museum, Suzhou Museum in China and Dallas City Hall with fellow architect Theodore J Musho. Remarkably, Pei was in his eighties when he designed the spectacular Islamic Museum of Art in Qatar.

I came to appreciate I.M. Pei for his work on Louvre Museum in Paris. This project was for me a masterful example of architecture for transformation of a building. I have adopted some of the lessons I observed from the Louvre project to my work with clients as an architect for organizational transformation. Let me explain.

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Topics: Organizational Transformation

Spotting Leaders to Promote Growth and Innovation

Posted by Bob Chapman on Apr 25, 2019 10:29:29 AM

 

Introduction

Firms that want significant growth and innovation will find that organizational transformation is an essential element in executing their strategies. Without this large scale change the factors which have been limiting growth and innovation will persist. Acting to promote growth and innovation without organizational transformation is the embodiment of the popular definition of insanity:

Insanity is doing the same things over and over while expecting a different result.

Organizational transformation is required to alter the organizational context and culture. To better understand the word context, think of it as assumptions, beliefs, and experiences which, while in the background, actively shape how a person perceives events and phenomenon as they occur. While we are largely unaware of our contexts, these contexts shape our experiences, perceptions and thinking. As an example, if you are in a business conversation, the term leadership will be shaped by your experiences in business as well as how the organizations with which you are engaged use the word leadership.

Context occurs in language. The context in which words are used clearly shapes the meaning of that word as well as the sentence in which it is used. Consider, for example, how the word beauty takes on very different meanings given the specific context. “Beauty” can be used to describe an attractive woman as well as “beauty products”. However, the same word (beauty) can be used to describe a physical injury to the eye (as expressed by “that shiner’s a real beauty”), and many physical objects such as an auto, classic sailboat, etc. Same word, but very different meanings given the context in which the word is used.

Growth and Innovation are two words with intense meaning in business. Growth is directly related to value creation, which is why businesses exist. Shareholders punish and reward executive and management teams based on growth achieved and sustained. Some management’s attempt to achieve short term growth through a combination of acquisitions, cost cutting and financial engineering. However, for long term sustained growth the organization must demonstrate organic growth, which is based in part on innovation. Organic growth and innovation require organizational transformation. Organizational transformation requires leaders throughout the organization.

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Topics: Leadership

7 Leadership Hurdles Executives Must Overcome to Transform a Business

Posted by Bob Chapman on Oct 22, 2018 8:00:00 AM

The starting point for talking about business transformation is leadership. Leadership is the lifeblood of transformation. Transformation simply will not happen without leadership. This leadership begins with executives and senior managers. For this leadership to be successful, there are 7 hurdles which executives must overcome for success.

They involve understanding and accepting the following:

  1. Importance of Personal Involvement

  2. Leadership and Management are Different

  3. Embrace Feeling Odd or Strange

  4. Commit to Being a Team

  5. Engage and Unleash Informal Leaders

  6. Importance of Inspiring and Mobilizing People

  7. Prepare Your Team for a Breakdown

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Topics: Leadership

Are Leadership & Management the Same?

Posted by Bob Chapman on Jul 24, 2018 8:00:00 AM

Leadership is crucial for business. Leadership is a starting point of strategy. It’s the magic elixir for achieving sustainable growth and value creation. Leadership is at the heart of engaged employees, innovation and vibrant cultures. It is what makes organizations thrive and prosper. Yet for all its importance, leadership is widely misunderstood because many people consider leadership and management to be the same. This confusion is evident as these two terms are routinely used as if they were interchangeable.

While they are both very important for a business, they are not the same. Management and leadership are different, though both are important. Most businesses will not be successful over time without the contributions of both management and leadership. But make no mistake, they are different.

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Topics: Leadership Accountability

Anyone Can Be A Leader

Posted by Larry Hoelscher on Jun 5, 2018 8:01:00 AM

By Larry G Hoelscher, Partner & Bob Chapman, PhD, Managing Partner of KingChapman

Leadership is the starting point for strategy, execution and transformation. Building a cadre or core of leaders is a critical success factor. Yet too often leadership is thought to be exercised only by executives and a few other chosen individuals. We say that is not only wrong, but it robs organizations of a most precious resource for executing strategic change and transformation. How then does this mistake keep occurring? 

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Topics: Leadership Accountability, Strategic Execution

Fingerprints of Organizational Transformation

Posted by Bob Chapman on May 29, 2018 8:00:00 AM

I frequently hear the question, “How do I know that we are doing the right things to execute our growth strategies and transform our organization?” What a great question! To have the insight to craft such a question, one has to be aware that executing strategies and transforming organizations requires something “out of the ordinary”. Success in creating value through growth strategies and transformation requires an exceptional approach. Simply doing more of the same is unlikely to be successful, so something out of the ordinary is required. This level of change requires strong leadership. It will not happen simply through good management. Strong leadership must be actively involved.

This brings us to the question of “how do I know we are doing the right things?”

The answers center around:

* “Are you being a leader?”

* “Can your leadership fingerprints be seen on the execution actions and change efforts?”

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Topics: Organizational Culture, Leadership Accountability