Wal Mart Presentatin
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Transcript of Wal Mart Presentatin
Don Soderquist Department of Defense - Leadership 020820-1752 Slide 1
Don Soderquist Department of Defense - Leadership 020820-1752 Slide 2
““The The Leadership Leadership Challenge”Challenge”
Don Soderquist Department of Defense - Leadership 020820-1752 Slide 3
Leadership is the art of Leadership is the art of accomplishing more accomplishing more than the science of than the science of management says is management says is possible.possible.
– – Colin Powell, Secretary of StateColin Powell, Secretary of State
Don Soderquist Department of Defense - Leadership 020820-1752 Slide 4
Servant LeaderServant Leader Believes in the Unlimited Potential
of Each Person Feels Responsible for the Growth
and Development of His or Her People
Listens More and Controls Less Understands That His or Her
Success Depends on Others
Don Soderquist Department of Defense - Leadership 020820-1752 Slide 5
Servant LeaderServant Leader Establishes Relationships Based
on Trust Shares Responsibility and
Recognition
Respect Goes in Both Directions
Don Soderquist Department of Defense - Leadership 020820-1752 Slide 6
WALWALMART SalesMART Sales1/31/72 $44.0
Million
1/31/80 $1.2 Billion
1/31/92 $43.9 Billion
1/31/02 $217.8 Billion
Don Soderquist Department of Defense - Leadership 020820-1752 Slide 7
Imagine the PossibleImagine the Possible
… … By striving for the By striving for the impossibleimpossible
Don Soderquist Department of Defense - Leadership 020820-1752 Slide 8
Dictionary Definition:Dictionary Definition:
Impossible: Impossible: Felt to be incapable of Felt to be incapable of being done,being done,attained, or fulfilledattained, or fulfilled
Don Soderquist Department of Defense - Leadership 020820-1752 Slide 9
Dictionary Definition:Dictionary Definition:
Impossible: Impossible: Felt to beFelt to be incapable of incapable of being done,being done,attained, or fulfilledattained, or fulfilled
Don Soderquist Department of Defense - Leadership 020820-1752 Slide 10
““The Impossible”The Impossible” The Pyramids 1804 Beethoven Composes
“Third Symphony” While Deaf 4 Minute Mile Heart Transplant Man on the Moon Surgical Strikes
Don Soderquist Department of Defense - Leadership 020820-1752 Slide 11
Build the Largest Build the Largest Corporation in Corporation in
the Worldthe Worldinin
Bentonville, ArkansasBentonville, Arkansas
Don Soderquist Department of Defense - Leadership 020820-1752 Slide 12
If the Impossible If the Impossible is Possible...is Possible...
Then There Then There Are No Limits.Are No Limits.
Don Soderquist Department of Defense - Leadership 020820-1752 Slide 13
However, However, the Impossible the Impossible
Requires Requires
ChangeChange
Don Soderquist Department of Defense - Leadership 020820-1752 Slide 14
… Is Hard
… Is Very Hard
… May Be the Hardest Thing Leaders Do
… But It Is Possible
(and essential)
Change
Don Soderquist Department of Defense - Leadership 020820-1752 Slide 15
Four Critical QuestionsFour Critical Questions
Why Change? What to Change? What Not to Change? How to Change?
Don Soderquist Department of Defense - Leadership 020820-1752 Slide 16
Why Change?Why Change? Our Customers Our People Our Competition Technology Continuous Improvement
Refinement Quantum Leap
Don Soderquist Department of Defense - Leadership 020820-1752 Slide 17
What to ChangeWhat to Change
The hardest thing in life The hardest thing in life is to know which is to know which bridge to cross bridge to cross which bridge to burn.which bridge to burn.
– – David RussellDavid Russell
andand
Don Soderquist Department of Defense - Leadership 020820-1752 Slide 18
What to ChangeWhat to Change
The hardest thing in life The hardest thing in life is to know which is to know which bridge to bridge to buildbuild which bridge to burn.which bridge to burn.
andand
Don Soderquist Department of Defense - Leadership 020820-1752 Slide 19
ChangeChange Strategies Structure Leadership Style Communications Operations
Logistics Technology Tactics Speed Preparedness
Don Soderquist Department of Defense - Leadership 020820-1752 Slide 20
What Not to ChangeWhat Not to Change
Change what you do,
and how you do it,
but don’t change your values or core beliefs
Don Soderquist Department of Defense - Leadership 020820-1752 Slide 21
ValuesValues Trust Integrity Keeping Promises Courage Discipline Ethical Behavior
Fairness Respect Dignity Pride Honor Loyalty
Don Soderquist Department of Defense - Leadership 020820-1752 Slide 22
eecul•ture (kul ch r) n.
The integrated pattern of human The integrated pattern of human behavior that includes:behavior that includes:
• ThoughtThought
• SpeechSpeech
• ActionsActions
• and Artifacts …and Artifacts …
''
Don Soderquist Department of Defense - Leadership 020820-1752 Slide 23
… … and depends upon man’s and depends upon man’s capacity for learning and capacity for learning and transmitting knowledge to transmitting knowledge to succeeding generations.succeeding generations.
cul•ture (kul ch r) n. '' ee
Don Soderquist Department of Defense - Leadership 020820-1752 Slide 24
How to ChangeHow to Change
The greatest factor determining The greatest factor determining the success of leaders and the success of leaders and their organizations is the their organizations is the ability to shift one’s mind-set, ability to shift one’s mind-set, or mental model, about how to or mental model, about how to do business.do business.
– – Richard L. DaftRichard L. Daft
Don Soderquist Department of Defense - Leadership 020820-1752 Slide 25
Action
KnowledgeSatis
fact
ion
Com
mitm
ent
UnderstandingExecution
Don Soderquist Department of Defense - Leadership 020820-1752 Slide 26
Commitment vs. Commitment vs. ComplianceCompliance
Don Soderquist Department of Defense - Leadership 020820-1752 Slide 27
In the Process of In the Process of Change …Change …
Empower Your People Preserve and Strengthen Values Minimize Risk Accelerate Speed Strive for Excellence
Don Soderquist Department of Defense - Leadership 020820-1752 Slide 28
““The The Leadership Leadership Challenge”Challenge”
Don Soderquist Department of Defense - Leadership 020820-1752 Slide 29
Don Soderquist Department of Defense - Leadership 020820-1752 Slide 30
To be perfect is to To be perfect is to change often.change often.
– – Winston ChurchillWinston Churchill
Don Soderquist Department of Defense - Leadership 020820-1752 Slide 31
trans•form (trans-fôrm ) v.
1.1. To change the form or outward To change the form or outward appearanceappearance
2.2. To change the condition, nature, or To change the condition, nature, or function of; to convertfunction of; to convert
3.3. To change the personality or character To change the personality or character ofof
… … Implies a change either in external Implies a change either in external form or in inner natureform or in inner nature
''