Tipping Point Leadership

www.agilegurgaon.com


Who am I?

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Sanjay Saini

I am married and lives with two cute terrorists

Would like to fly a fighter plane, horses in my farm and dolphins in my pool

Agile learner, practitioner and mentor

Will be a co-learner along with you guys for the session

Email - [email protected]

Mobile - 9891001391

mailto:[email protected]


References and acknowledgements

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Disclaimer - I don’t own any of the images been used in this slide deck, thanks to all the owners

Don’t compete with rivals, make them irrelevant


Tipping Point LeadershipHarvard Business Review – April 2003

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Flashback to 1994

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New York City

1. Murders at all time high, armed robberies, gang wars

2. Press referred to the Big Apple as the Rotten Apple.

3. A front page headline in the New York Post had screamed – “Dave do something”

4. The best the police could do was react to crimes once they were committed

5. New Yorkers were under siege, city was veering towards anarchy


Flashback to 1994

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William Bratton was appointed police commissioner of New York City


Fast forward to 1996

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Bratton turned New York into the safest large city in the US

1. Felony crime fell 39%

2. Murders by 50%

3. Theft by 35%

4. Public confidence in NYPD jumped from 37% to 73%

5. Job satisfaction and motivation in the police department reached all time high

He featured on the cover of the Time magazine


Theory of Tipping Point Leadership

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In an organization, once the beliefs and energies of a critical mass of people are engaged, conversion to a new idea will spread like an epidemic


Conventional Wisdom vs Tipping Point Leadership

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The theory of organizational change rests on transforming the mass and these efforts require steep resources and long timeframes.

To achieve a strategic shift at low cost, focus on the extremes – the people, acts, and activities that exert a disproportionate influence on performance


Organizational hurdles to strategy execution

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Cognitive HurdleAn organization

wedded to the status quo

Political HurdleOpposition from powerful vested

interests

Motivational HurdleUnmotivated staff

Resource HurdleLimited resources


Cognitive Hurdle An organization wedded to status quo

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Business cases are prepared using numbers

The worst thing about Data is that it lacks emotions

Let people see and experience the realty

www.agilegurgaon.com 12

Ride the ‘Electric Sewer’




1. Do we make our case just with numbers?

2. Or do we get our supervisor and employees face-to-face with the operational problems?

3. Do we get them into the market and listen to customers?

4. Or do we outsource our eyes and send out market research questionnaires?


There will never ever be unlimited amount of resources

Cold spot

Hot spot

Resource Hurdle Limited resources

Horse trading


Resource Hurdle Limited resources

1. Where are our hot spots?

2. Where are our cold spots?

3. Do we have anything to trade?


Zoom in on Kingpins

Motivational Hurdle Unmotivated staff

Place Kingpins in a Fishbowl


Motivational Hurdle Unmotivated staff

1. Who are our Kingpins?

2. Do we put the spotlight on Kingpins using a fair process?

3. Or do we just demand high performance and cross our fingers until the next quarter numbers come out?


Political Hurdle Opposition from powerful vested interests


Secure a Consigliere on your top management team


Leverage your angels and silence your devils



1. Do we have a consigliere – a highly respected insider – in our top management team?

2. Do we know who will fight with us – Devils?

3. Do we know who will align with the new strategy – Angels?


Tipping Point Leadership

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To achieve a strategic shift at low cost, focus on the extremes – the people, acts, and activities that exert a disproportionate influence on performance


Blue Ocean Strategy

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Video

https://www.youtube.com/watch?v=8ExRnpy4rPE


Thanks and Good Luck

Tipping Point Leadership

Leadership & Management

Transcript of Tipping Point Leadership