KingChapman Blog

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

Interdependence is Transformation in Action

Posted by Larry Hoelscher on Apr 23, 2018 12:46:50 PM

This article is co-authored by Bob Chapman & Larry Hoelscher

Think back over the last month. How many times have you heard any of the following statements or something close to it?

  • “We operate in silos, and that is blocking us from getting the needed improvement!”
  • “We are continually waiting on them to deliver … there is nothing we can do.”
  • “The right hand doesn’t know what the left hand is doing.”
  • “I need the organization to work together better.”

Can you see a theme present in all these statements? Even though action could be taken to improve performance in the business, it is somehow blocked. Absent that blockage, those speaking or thinking these statements would initiate the appropriate action.  

So what is stopping them? Usually, the blockage occurs because others need to agree on the actions needed and take them. There is dependence on others to take action, and for whatever reason the desired action is not occurring. The people and groups with whom the dependency exists are either unaware of the desired action or have thus far been unable or unwilling to act.

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Topics: Strategic Execution

How the Tangram Became Our Metaphor for Transformation

Posted by Larry Hoelscher on Mar 20, 2018 5:44:41 PM

We were blown away – so simple and yet so . . . perfect!

When we began working with Neos Marketing, we posed a simple request – is there a way to demonstrate “transformation”, either visually or physically? Neos took up the challenge. And the result was brilliant!

First – a brief definition for transformation (from Webster’s Dictionary):

transform, v.

Etymology: < Latin transformāre, < trans- prefix + formāre to form, < forma form. Compare French transformer (14th cent. in Godefroy Compl.), also Old French tresformer

1. a. trans. To change the form of; to change into another shape or form; to metamorphose. 

b.transf. To change in character or condition; to alter in function or nature.

2. intr. To undergo a change of form or nature; to change.

1. The action of transforming or fact of being transformed.

a. The action of changing in form, shape, or appearance; metamorphosis.

b. A changed form; a person or thing transformed.

2. transf. A complete change in character, condition, etc.

 So how we can show people a visual representation of that? By using a metaphor.

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Topics: Organizational Culture, Leadership Accountability

Five Secrets of Successful Post-Acquisition Integrations

Posted by Larry Hoelscher on Jan 5, 2018 3:19:59 PM

Success in post-acquisition integration is essential to the success of any M&A. Even if the strategy behind the acquisition is brilliant, it must also have brilliant leadership in execution to achieve success. Based on our experience and research, we have identified five critical success factors for leaders in post-acquisition integration, in implementing organizational change and integrating new organizations.

These factors are:

  1. Communication, communication, communication
  2. Maintaining stabilities
  3. Integration of management processes and systems
  4. Organization design
  5. Winning hearts and minds
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Topics: Mergers & Acquisitions

The 'Right Person, Right Job' Process in Post-Acquisition Integration

Posted by Bob Chapman on Nov 28, 2017 10:33:02 AM

A critical element of success in post-acquisition integration is identifying the right jobs to drive performance and then selecting the right people for those jobs. Selecting people for key positions in the new organization is among the most critical steps in the integration process. These choices are key to determining if the acquisition is accretive in value. It also provides the foundation for future success of the business and adopting a powerful organizational culture. At KingChapman, we think about how leaders can succeed in dealing with the Conundrum of People in M&A. In over thirty years of consulting in acquisitions, we find that getting the right person in the right job is critical to future success. It provides an excellent opportunity for leadership in bringing two or more organizations together. Placing the right people in the right jobs is also crucial communication to people in all organizations regarding their leader’s commitments and values.

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Topics: Mergers & Acquisitions

5 Ways to Destroy Value in Acquisitions

Posted by Bob Chapman on Nov 20, 2017 3:10:01 PM

 
The number and size of corporate mergers and acquisitions continues to boom. The business press carries the stories of how these potential transactions could reshape markets and add value to the acquiring firm. Regardless of the enthusiasm and hype, the facts are that many of these acquisitions will not meet stated expectations, and in fact will destroy value. Further, some of these deals can be disastrous for the business. The risk is that massive shareholder destruction will occur as businesses falter; customers become disgusted and employees are dislocated. It is interesting to note that often when transactions are announced, shareholder price and value for the seller increases, while the opposite happens for the acquirers. Investors are aware of the risks of value destruction for the acquiring firm.

Creating value is not mysterious and doesn't require the proverbial “rocket scientist” to figure out. The actions needed to create value rather than destroying value are straightforward. Yet, for a variety of reasons management teams execute these actions poorly or ignore them all together. Why? First the obvious, virtually all of the reasons for the value destruction involve people. In the passion and pressure of getting a deal done, managers forget about their people. The arrogant assumption is that people will be excited about the transaction and will “fall in line”. Often those assumptions are wrong. We call this the Conundrum of People in M&A.

This conundrum of people is where many acquisitions go off the rails. This includes dynamics during the negotiations as well as execution post-acquisition. Let’s look further at the causes:

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Topics: Mergers & Acquisitions

Transformation Demands Developing Leadership Accountability

Posted by Bob Chapman on Oct 24, 2017 12:35:15 PM

 
Accountability, leadership and transformation are inexorably linked. Accountability is an acute and overt manifestation of leadership. Leadership involves accepting and acting on the accountabilities of the position. Transformation will not occur without leadership. One of the first aspects of a business that needs to be transformed is accountability. Among the strongest evidence that a business is transforming is that the executives, managers and employees have a new relationship to accountability, and this new relationship to accountability is manifested in the performance of the business, relationships with stakeholders, and service provided to customers.

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Topics: Leadership Accountability

Leadership Lessons Learned from Hurricane Harvey

Posted by Larry Hoelscher on Sep 26, 2017 1:46:55 PM

“I am here to help you. What do you need?”, offered Becca.

True leadership is shown in the spontaneous actions of people to their circumstances. When people are inspired to make a difference, they become leaders and inspire others to take extraordinary actions. In this case, it was a generous woman reaching out to support families who could never repay the gifts that they were given. Further, the leaders in this case were inspirational and were never acknowledged for their contribution. Lastly, the evidence of inspired leadership was the amazing response of other people and organizations joining in to help. There were some important leadership lessons learned from the tragedy wrought by Hurrican Harvey.

This past Saturday evening, I had the chance to join some friends over dinner. All of the dinner guests were very fortunate in that none of us suffered any losses from Hurricane Harvey, which dumped up to 50” of rain on the Houston area in less than a week, producing unbelievable flooding all around our great city. But one person in our party – Becca – shared an amazing story about a neighborhood not far from her home that didn’t escape the flooding.

I want to repeat her story, because I found it so inspiring as I realized that her experience demonstrates the kind of true leadership that my partners and I are always attempting to foster with our clients.

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Topics: Strategic Execution

Six Emerging Priorities For Leading Through Complexity

Posted by Dr. Robert Hausmann on Jul 26, 2017 5:12:00 AM


Can you identify the drivers of complexity in your organization? Are you able to diagnose the level of uncertainty in your environment? Can you assess a given situation’s complexity and use a framework for choosing an appropriate course of action?

The ever-increasing complexity facing organizations demands that leaders improve performance outcomes for their organizations. This is especially true for those working in unforgiving social, political and regulatory environments, which are rich with complexity and where the scale of consequences can be catastrophic. In addition, cognitive biases interfere with accurate perception of a circumstance and prevent the person from attending to additional incoming data. Further, it is very hard for the person whose perceptions and judgements are compromised to see it until long after the fact. 

Leading through complexity requires leaders to possess impeccable awareness of their behavior and of how others interpret it. As leaders, we need to create actions that allow our people to quickly diagnose their level of complexity and respond accordingly. The following six principles are emerging as priorities for leading in a complex world.  

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Does Your Business Strategy Execution Resemble A Sea Monster?

Posted by Bob Chapman on Jul 18, 2017 3:24:02 PM

British Columbia is one of the most beautiful regions in North America. Most think of Vancouver, Victoria and Whistler Mountain as the high points of British Columbia. Truly each of these locations is spectacular. Kelowna is one area to add to this list of amazing places in BC. This town with a native Indian name sits in the heart of the Okanagan Valley. The Okanagan Valley excels as a region for agricultural and wine. It also sits at the base of a spectacular Okanagan Lake. This deep, clear lake is breathtakingly beautiful. It also is home to the mythical sea monster, Ogopogo.

Ogopogo is described as a 40-50-foot sea monster. It has reportedly been seen by First Nations people since the nineteenth century. Another sighting reportedly happens in the 1920’s and the 1970’s. The Okanagan Lake is home to forests, logging camps and saw mills. Given the industry, many have assumed that these sightings are actually large logs floating in the lake. Who knows? Maybe there is a sea monster actually living in the lake. Regardless of the “facts”, telling the story of Ogopogo continues to this day. The retelling of the story seems to make it “more real”. One way people from this area interact with strangers is to ask if they have seen Ogopogo? It’s a good conversation starter, and ultimately a source of good humor.

Ogopogo & Business Strategy Execution

The phenomenon of Ogopogo often applies to how employees think about strategies in their organizations. That is, many people speak about their organization’s strategies as if it is a myth. Try asking people in an organization if they know their organization’s strategies. They will say that they have heard stories that it might exist, but have not actually experienced anything to prove it is real.

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Topics: Strategic Execution