Journey to wisdom slide share - learning programmes for executives and leaders of tomorrow - part 2
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The document outlines various executive learning programs designed to improve strategic thinking and operational insights across different organizations. It identifies key areas in customer management, innovation, agility, and continuous change processes while emphasizing interactive sessions led by Dr. Marra. Each program aims to apply real-world experience and create practical applications for executives to enhance organizational performance and competitiveness.
Journey to wisdom slide share - learning programmes for executives and leaders of tomorrow - part 2
- 1. The Journey to Wisdom Part II Unique Strategic Briefings for Executives and Learning Sessions Designed to Stretch your ‘Strategic Thinking’ and Provide New ‘Operational Insights’ which will help you and your organisation reach their full potential
- 2. The 7 Deadly Sin of Customer Management : Why Senior Management Still Doesn’t Get it after all These Years! Overview This series is based upon a journal article written for the top UK Customer Management Journal and builds on Dr. Marra’s 40 years of experience to identify the 7 areas where organisations most often ‘get it wrong’ regarding the customer. It also focuses on the steps needed to ‘get it right’. Included in the discussion are the significant ‘non-traditional’ financial benefits which can be realised through ‘doing the right thing for the customer’ and building exceptional relationship with them. For example, a 1% increase in customer loyalty can be worth up to an average 9% increase in your organisations profitability. What would be the bottom line impact of being able to reduce complaints by 25%? Looking at these non-traditional sources of financial opportunity are just a part of the overall discussion. Format This programme is: • Highly interactive – with Dr. Marra and among the delegates. 20% of the time Dr. Marra shares knowledge; 80% of the time the delegates interact with Dr. Marra or among themselves in a team format • Rapid learning and application to your organisation are key characteristics of this series In many cases 5-8 different learning techniques are integrated into the learning experience • This topic is available in a 3-hour Senior Executive Briefing and as two 1&1/2-day sessions separated by 1 week with homework between sessions to best ensure application of the approaches to your organisation • This makes a good in-house or open venue programme. .
- 3. Alternative Futures Overview Your organisation has been on its journey for some time now. However, you see that market conditions (customers, competition), technology and more are moving in such a way that your offering may no longer be perceived as adding value or creating the source of differentiation and competitiveness you need for sustained profitable growth. What do you do? Noted writer and philosopher Arnold Glasow is quoted as saying, “The only thing wrong with the future is that it is usually here before we are ready”. Will you be ready? How do you get ready? What are the steps needed to envision the future? What foundation is in place to allow at least some ‘wiggle room’ for movement to a better future positioning? What are the future possibilities that should be realistically considered? Once defined, how do you get there? Another useful purpose of this learning session is to engage the leadership team or senior executives of multiple organisations in out-of-the-box creative thinking – take them out of their normal ‘comfort zone’ and stretch them. It is also a great opportunity to engage in ‘strategic thinking’ activity – something which the average leadership team members have been found through research to spend less than 5% of their time doing. All this and more is facilitated in a rigorous manner to help you define the optimal future positioning for your organisation. Format This programme is: • Highly interactive – with Dr. Marra and among the delegates • Rapid learning and application to your organisation are key characteristics of this series In many cases 5-8 different learning techniques are integrated into the learning experience • This topic is available in a 3-hour Senior Executive Briefing and as two 1&1/2-day sessions separated by 1 week with homework between sessions to best ensure application of the approaches to your organisation • This learning programme is tailored for in-house, but could be done in open venue if desirable.
- 4. The Key Strategic Concepts Every Executive must Know, Understand and Use! Overview The text books and other literature are littered with a myriad of so called strategic concepts. So much so that it sometimes borders on being ludicrous – but at the least certainly confusing. This learning programme takes what has been learned in 40 years of hands-on experience with organisations around the globe as well as 25+ years of work in the application of the Baldrige Performance Excellence and EFQM Business Excellence frameworks to bring you ‘what really matters most’. The unfortunate fact is that research has shown time and time again that executives tend to spend less than 5% of their time on strategic matters – about 1 day per month, maybe. So, if that is you, then at least let’s make that 5% of your time count for something! The point of this learning session is twofold: (1) bring relevant and practical concepts to life which are easily applied based upon years on actual experience – not text book learning! (2) create a sense of urgency and energy in the delegates to use these vitally important concepts in making their organisation perform better, be more competitive and realise greater profitable growth. Format This programme is: • Highly interactive – with Dr. Marra and among the delegates • Rapid learning and application to your organisation are key characteristics of this series In many cases 5-8 different learning techniques are integrated into the learning experience • This topic is available in a 3-hour Senior Executive Briefing and as three 1&1/2-day sessions separated by 1 week with homework between sessions to best ensure application of the approaches to your organisation • This learning programme is tailored for in-house or open venue programme. .
- 5. Innovation: Silver Bullet, Necessary Evil or Something In-between? Overview It would seem that over the past 20 years since Tom Peters, ‘Thriving on Chaos’ was published, I have seen the volume of literature, conferences, blogs and writers on this topic increase exponentially. In fact, at the current pace, innovation will soon overtake ‘leadership’ as the most written about social and business topic. Yet as many would paint ‘innovation’ to be a silver bullet’, my 40 years of experience tells me otherwise. It certainly qualifies as one of those critical organisational competencies which must be woven in to the fabric of an organisation and its DNA, but it’s ultimate value and impact on achieving competitiveness will vary greatly depending the industry, product or service involved. Find out the ‘truth’ about innovation – what ‘reality’ is and how it should be integrated into your thinking to ensure you are doing what’s best for your organisation and understand the critical requirements for optimising your current innovation programme. Format This programme is: • Highly interactive – with Dr. Marra and among the delegates • Rapid learning and application to your organisation are key characteristics of this series In many cases 5-8 different learning techniques are integrated into the learning experience • Included also are results from Dr. Marra’s own benchmarking of some of the industry leaders in innovation. • This topic is available in a 3-hour Senior Executive Briefing and as three 1&1/2-day sessions separated by 1 week with homework between sessions to best ensure application of the approaches to your organisation • This learning programme is tailored for in-house or open venue programme. .
- 6. Agility, Resiliency and Speed: What Matters Most? Overview In my in-depth interviews of CEO’s and Managing Directors, they clearly indicated that ‘agility’ was one of the organisational competencies they believed was critical to success. But what is agility, really? How should it be defined? What is required to operationalise it in your organisation in order to realise the desired benefits? What will be covered is what has been learned about the ‘keys to success’ based upon hands-on experience around the globe. Why is Samsung ‘agile’ but Nokia not? Apple and Google are great examples of agility, but Sony is not. In addition, the learning will also focus on ‘resiliency’ or how well your organisation recovers from difficult situations or even catastrophic events quickly and effectively. In reality, ‘resiliency’ is a reality check of your organisation’s ‘immune’ system to see just how really strong and effective it is. Again, one must ask, ‘What counts most?’. What happened to Kodak after 120 years? What about Hyundai? J&J? Lastly we focus on ‘speed’ which is closely linked to efficiency – to reducing cycle time in everything you do in a way that adds value for all your key stakeholders and gives your organisation competitive advantage in the marketplace. Jack Welch at GE focused on ‘speed’ as one of his organisation’s critical success factors for years. But how fast is fast enough? All three are inter-related. Find out how in this unique learning session! Format This programme is: • Highly interactive – with Dr. Marra and among the delegates • Rapid learning and application to your organisation are key characteristics of this series In many cases 5-8 different learning techniques are integrated into the learning experience • This topic is available in a 3-hour Senior Executive Briefing and as three 1&1/2-day sessions separated by 1 week with homework between sessions to best ensure application of the approaches to your organisation • This learning programme is tailored for in-house or in open venue
- 7. Renewal: How to Ensure Change is a Continuous Process and that Your Business Model Never Goes ‘Out-of-date’! Creating that ‘Light’ at the End of the Tunnel! Overview Why is it that senior management, as the rule rather than the exception, seems to handle ‘change’ as a one-off crisis? That we see organisations going through cycles of ups and downs, engaging in knee jerk reactions to deal with the changes going on in their operating environment? How do you create a continuous process of change – one which seamlessly integrates innovation, adaptation and learning? After the Libor scandal in the UK in 2013 and the resignation of then CEO Bob Diamond, the new CEO, Antony Jenkins declared that he was going to institute a massive cultural change programme to move the organisation to becoming more customer focused! Again, crisis motivation! His first announced move – to lay off 4000 employees! Brilliant! In this learning programme, gain insight and understanding into the right way to approach change and what the real components of a change programme should be and how they differ from and are more relevant than John Kotter’s approach well known approach. In the process, we will discuss how ‘renewal’ will keep your business model ‘forever young’ – never allowing it to pass its ‘buy-sell’ date. Organisations like Nestlé, Proctor and Gamble, J&J, Apple, Google and others have learned how to do it, why not your organisation? In the case of some of these organisations they have undergone 5, 10 or even 25 major changes during their history and continue to endure – setting the standard for performance by which others are measured all along the way. What do they know that the rest of us don’t? They aren’t the same organisation today that they were when they started – they are better and yet retain certain core foundational elements key to ensuring theirs is an enduring organisation – one that stands the test of time and turbulence. Format This programme is: • Highly interactive – with Dr. Marra and among the delegates • Rapid learning and application to your organisation are key characteristics of this series In many cases 5-8 different learning techniques are integrated into the learning experience • This topic is available in a 3-hour Senior Executive Briefing and as three 1&1/2-day sessions separated by 1 week with homework between sessions to best ensure application of the approaches to your organisation • This learning programme is tailored for in-house or in open venue
- 8. A Leadership Transformation Process The Twelve Steps to Greatness!
- 9. The 12 Steps to Greatness Overview This is a completely unique ‘transformation’ programme which ‘guarantees’ results. It is specially designed to propel the leadership teamforward and upward to greater heights allowing them to become the wind beneath the wings of their organisation thus carrying it to levels of performance previously thought unattainable. It will move any organisation from just being ‘good’ toward the goal of being ‘great’. Short-term pain for longer-term gain would be a good way to describe this programme for those who have the courage and confidence to undertake it. It will shift paradigms and ensure that the leadership team focuses on ‘doing the right things for the business’ as never before. Dr. Marra has incorporated in this programme every learning activity which in his 40 years he has seen makes the maximum difference in performance in the shortest period of time. Format This programme is: • Highly interactive – with Dr. Marra and among the delegates • Rapid learning and application to your organisation are key characteristics of this series In many cases 5-8 different learning techniques are integrated into the learning experience • It is an ‘in-house’ only programme uniquely tailored to your business context and operating environment • There are actually 15 sessions – one per month. Three (3) of these sessions are for review of progress to date and making any mid-course adjustments needed. Each session is 1 to 2 days in length. There is homework including, as just one example, a ‘back to the floor’ activity where every executive must assume a frontline position for a specified period of time and the report back during the regular sessions; formation of key strategic councils such as one for human performance excellence, operational excellence, relationship mastery and competitiveness & growth to facilitate learning activities of the leadership team members and reduce the time demands on them as well. • Formation of strategic business teams of 3-5 consisting of high potential cross-functional employees would also be formed to support the activities of the leadership team and councils formed during this rigorous process. These individuals would also be developed by Dr. Marra during the process so that they are more prepared to take on senior roles in the organisation .
- 10. The ‘Leaders of Tomorrow’ Programme Truly A ‘One of a Kind’ Experience
- 11. The ‘Leaders of Tomorrow’ Programme Overview If you are searching for a truly extraordinary learning and development programme for your ‘best and brightest’, look no further. This programme, having evolved over 40 years of designing innovative learning programmes represents the ‘best of the best’. Not even Harvard, INSEAD, IMD, IESE, Henley or any other university which offers executive development has a programme that even comes close. Format This programme is: • Highly interactive – with Dr. Marra and among the delegates • Rapid learning and application to your organisation are key characteristics of this series In many cases 5-8 different learning techniques are integrated into the learning experience .
- 12. The ‘Leaders of Tomorrow’ Programme (Continued) Format (continued) It is a one year programme. Participants selected for this programme would be required to: • Attend one 2&1/2-day (Type I) session on weeks 5, 15, 25, 35, 45 and a 5-day (Type II) session on weeks 10, 20, 30, 40 and 50. Type I sessions would involve learning strategic and operational topics based upon the series ‘Competing for the Future: What it Takes to Win’ , but also summarises ideas from thought leaders such as Gary Hamel and his book, ‘ What Matters Now’ as an example. Also included would be a review of key global studies on innovation, culture leadership and more by such consulting organisations as McKinsey, Bain, Booz & Co., Gartner and Gallup. There would be review of homework/projects and coaching between the two-days of learning sessions for a half-day. So in Type I sessions, delegates would be required to spend only a total of 2.5 days of their time. Type II sessions would be 5-days in length. The first three (3) would follow the format and content as in Type I. However, in the last two days, the leader of tomorrow delegate would be joined by their immediate boss/supervisor. Together they would learn, engage each other and the others in the session as they learn not only how to work together more effectively, but learn through developing strategies for turning around failing organisations or fixing their own organisational problems (whether they deal with human resources, operations, customer management, or try to derive greater benefits for society such as addressing one of the United Nations Millennium issues from a business perspective; create/deliver greater value to their stakeholders or others. Their solutions would be shared and discussed, compared and contrasted, and the environment slightly more competitive .Inputs would be given by Dr. Marra and learning would be enhanced significantly. Dr. Marra would also be available for executive coaching during or after Type II as well. .
- 13. IMPORTANT NOTES 1) For each of the above programmes, one option is to have Dr. Marra to follow-up with you and/or your team at 30, 60 and 90 days to ensure application of approaches is occurring, that is, an action plan (which began development during the learning sessions) has been finalised and is being executed. Dr. Marra would act as coach during these sessions to help overcome any barriers or other difficulties to implementation including definition of measures of success. 2) It is also possible to ‘compress’ some of the learning programmes. For example, in those cases where 3 sessions of 1&1/2 days are suggested, it is possible to do a session which begins at 1PM on Friday followed by dinner from 5-6 PM and then a final session from 6-8 PM. On Saturday and Sunday, sessions would run from 8:45 until 12:00 noon, followed by lunch from 12:00 until 1:00 PM and then session completion from 1:00 PM until 4:15 PM. This way delegates would have time to be with their families at least part of the weekend. 3) In the case of ‘in-house’ programmes, Dr. Marra prefers to build a context and a clear understanding of an organisation’s operating environment and culture. To accomplish this, 2- 3 days would be spent on-site conducting in-depth interviews and focus groups with personnel at all levels across the organisation as well as a review of selected documentation. Optional interviews could occur with customers and suppliers. The learning session would then be tailored to ‘best fit’ your organisational requirements and maximise value added. 4) (4) Ted is also available for specific executive coaching sessions
- 14. CAREER SUMMARY OF DR. TED MARRA Well known strategic facilitator and organisational mentor Ted Marra has taught and lectured in a number of universities in Boston, Detroit, the U.K., Croatia and Switzerland. His focus has been on Strategic Leadership and Strategic Stakeholder Relationships. He also has had 27 years experience working with the EFQM Business Excellence and Baldrige Performance Excellence frameworks in organisations around the globe since first being invited to Washington D.C. as one of a group of 40 'experts' chosen to review and comment on the first draft of the Baldrige Criteria for Performance Excellence in 1987. He has been directly responsible for business turnarounds such as Cybernet the oldest and largest telecom company in Pakistan; the launch of new organisation such as Sybrid based in Pakistan but flourishing in America in health care; and creating a unique sustainable growth model for an SME sytems integrator in Eastern Europe allowing them do go from 90 to over 200 people while simultaneously moving from a local/regional market focus to a global one. Most recently he has been supporting Informed Decisions in Sweden in the area of Decision Intelligence and has already undertaken to develop a 'new decision science' model called 'Hyper-Decision Making' as a part of his collaborative activity. He also has a particular interest and expertise in executive development and business research such as his unique '7 Deadly Sins of Management' research conducted with CEO's and Managing Directors of leading organisations in Western Europe to determine the senior executive behaviours and practices which can damage an organisation most quickly. He, as well as, has command of the analytical tools and processes for gaining business intelligence through his thought leading work on creating organisational 'sensing systems'. He is well grounded in process management/operational excellence including 6-sigma and Lean, HR/Human Performance Excellence as well as balanced scorecard/performance measurement, innovation, agility/resiliency, organisational/cultural change and creating and delivering value to achieve greater competitiveness and profitable growth. Marra is author of numerous reports and articles for The Conference Board in New York as well as noted European journals such as the European Journal of Quality. He has consulted widely – some 37 countries and 155 organizations in virtually every industry and sector (public and private) during the past 40 years and has led transformation initiatives in some of the world's most prominent companies such as IBM, Shell, Xerox, Johnson and Johnson, Royal Bank of Scotland Group and Electrolux as well as having worked extensively with six sigma, performance measurement and creating customer centric cultures during his engagements. In addition he was a 'Senior Policy Advisor' to President Reagan while part of the Presidential Executive Exchange Program' beginning in 1980. For over 25 years Dr. Marra owned and operated CARE Associates in Kansas City, Missouri, MQI Consulting in Boston, MA. and also The Centre for Innovation Management Ltd. in the U.K. These adventures with numerous organisations and cultures are now captured in his new book entitled, 'The Wisdom Chronicles: Competing to Win – Lessons Leraned for Reaching the Next Level of Organisational Performance' to be published this December. Ted indicates there are still at least five more short volumes to come as he shares the wisdom he has gained around the world. Ted is known as being a strategic thinker, visionary and highly intuitive with a systems orientation. He is passionate and energetic as well as humorous speaker delighting audiences around the globe from Kenya Africa to Tokyo Japan as well as, of course, North America. His leadership series, Competing for the Future; What it Takes to Win''is considered thought leading in content and structure. He also has a passion for working with high school and college level youth and on improving society. He has had the opportunity to present 'Crazy Thoughts from an Old Man' for two graduating high school students in Sweden. He was Chairman of the 'Young Social Reformers' in Karachi Pakistan for nearly 2 years before returing to the U.S. and then Europe. As an example he has been focused his time and attention for the past year on a national/regional strategy for 'Re-inventing Education' (Building a better life and a better world through learning) which extends to building a globally competitive workforce and minimising national unemployment – especially for youth. This effort was originally begun when Dr. Marra was asked to assist a Senior Policy Advisor to the Prime Minister of Australia in creating the design for this programme. His programme extends far beyond just re-invention of primary and secondary education to inclue a total intergated system for creating a 'learning society' within a nation or region. Ted has a BSc in Mathematics, an MSc in Statistics and some 30 hours of Ph.D. level course work in advanced mathematics and applied statistics. He was slected by General Motors to participate in the Michigan State University Advanced Management Program, receiving an EMBA with distinction (magna cum laude) and being indcuted into the Beta Gamma Sigma business honorary. He later completed a Ph.D. in Strategic Management, summa cum laude, from Amhurst University in Denver, Colorado. Contact Dr. Ted Marra on [email protected]