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Drucker Master Class Day Breakout Exercises

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Drucker Master Class Day Breakout Exercises

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On March 30, the Corporate Learning Network held its long awaited Drucker Master Class Day – led by celebrated Drucker management guru, Dr. Bernard Jaworski, Professor at the Peter F. Drucker and professor at the Peter F. Drucker and Masatoshi Ito Graduate School of management.

On March 30, the Corporate Learning Network held its long awaited Drucker Master Class Day – led by celebrated Drucker management guru, Dr. Bernard Jaworski, Professor at the Peter F. Drucker and professor at the Peter F. Drucker and Masatoshi Ito Graduate School of management.

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Drucker Master Class Day Breakout Exercises

  1. 1. A. Morrison Breakout Exercises – Master Classes Bernie Jaworski and Bruce Rosenstein March 30, 2021
  2. 2. Breakout Exercise: Five Drucker Principles for Leading Change Directions: Take a few minutes to score your firm in each principle Then discuss each principle with your breakout team. Reflect on: 1. Why is your firm scoring low (high)? 2. For those scoring high, what advice can you provide other breakout team participants? 3. If everyone scored low, brainstorm what can be done to improve
  3. 3. Regularly abandon things--products, policies, practices--that are no longer effective or are consuming an inordinate amount of resources when weighed against tomorrow’s opportunities. 1 2 3 4 5 6 7 8 9 10 Is comfortable doing business the “same way” over decades. Never runs true “experiments” to test when the core business model must change. “Hopes” business context and macro- environment stays the same. It does innovate – it only “adds on” to core products and services – it does not abandon things. Firm innovates and abandons products and services. However, it is largely regarded as a follower. Waits for others to abandon products, services, or markets – and then tries to adapt to the changes. Firm has “reinvented” itself several times. Recognizes that all process, systems, products become dated. Actively engages in construction of “next” business model of the future – with aim of leaving competition behind. Regular Abandonment is Practiced
  4. 4. Keep an eye on the long term--and not just the short term--while being mindful that, while “securities analysts believe that companies make money, companies make shoes” 1 2 3 4 5 6 7 8 9 10 Firm is largely focused on meeting quarterly financial targets. Does not invest in understanding key forces of change. Regularly cuts R&D spending when financial results are not satisfying management expectations. Has no clear point of view or plan to get to the future While firm is focused on meeting short-term targets, it also allocates time and attention to the future. However, most in the firm would agree that too little effort is spent – time, money, and attention – on how the firm will need to change to compete in the future Firm allocates 15-20% of its attention on the future. Often separate budgets and units are established to help get to the future. At the same time, the firm is able to consistently perform year over year. Balances Short-Term and Long-Term Results
  5. 5. If we were to go into this now, knowing what we now know, would we go into it the way we are doing it now? 1 2 3 4 5 6 7 8 9 10 Yes, our overall business model works exceptionally well. Very little change is needed. We simply need to continue to optimize our current approach. Our business model generally works – but we certainly need to get rid of some existing assets, resources, and capabilities. The market is changing and we are not changing fast enough No, our business needs a radical overall. New players have either entered our market with a much better business model – or the threat of this is significant. If we do not modify our model – by abandonment and innovation – we will hit a brick wall within three years. Business Model – Is it Outdated?
  6. 6. We do a great job of “testing” the future through the careful design, construction, launching, and evaluating pilots. 1 2 3 4 5 6 7 8 9 10 We rarely – if ever – run pilots We do run pilots – but we could significantly improve our approach. The pilots are not large enough – nor resourced correctly – to get an accurate read on whether they worked or failed This is one of our core strengths. We know how to run pilots- they are fielded by the right teams, resourced correctly and have the right level of after action review. Designing Pilots
  7. 7. Nothing could be sillier than the oft-repeated assertion that management only adapts the business to the forces of the market. Management not only finds these forces; management creates them by its own actions. The more management creates economic conditions or changes them rather than passively adapts to them, the more it manages the business 1 2 3 4 5 6 7 8 9 10 We are largely reactive to macro- environmental and industry changes. We have done some activities that have shaped the future of our industry – but we are not widely viewed as an industry leader. At best, we are viewed as a fast follower. We actively “lead and shape” our industry structure. That is, we are well known for shaping the evolution of our industry – and the evolving preferences of our customers. We are seen as “driving” the industry – and our organization – into the future. Shaping the Future
  8. 8. Breakout Exercise: Five Drucker Principles for Innovation Directions: Take a few minutes to score your firm in each principle Then discuss each principle with your breakout team. Reflect on: 1. Why is your firm scoring low (high)? 2. For those scoring high, what advice can you provide other breakout team participants? 3. If everyone scored low, brainstorm what can be done to improve
  9. 9. See innovation--that is, “change that creates a new dimension of performance”--as the responsibility of everyone in the enterprise, not just the R&D staff 1 2 3 4 5 6 7 8 9 10 Innovation is a low priority in the operations of the firm and responsibilities of its employees. Firm is largely focused on maximizing present offerings Has a dedicated R&D department to take care of innovation in its field. Innovation largely defined as “product” orientation. Large percentage of employees do not engage in innovative behavior. They do not see it as their responsibility All employees are entrusted with the responsibility of innovating in their area of operation and recent examples of these types of innovation exist. Innovation is broadly defined – product, process, business model, alliances and so on Everyone Innovates
  10. 10. Always remember that “there is only one valid definition of business purpose: to create a customer” while accepting that “quality in a product or service is not what the supplier puts in. It is what the customer gets out and is willing to pay for.” Focus on Understanding Customer Needs 1 2 3 4 5 6 7 8 9 10 Company relies heavily on its sales people to use a variety of selling techniques for getting customers to say “yes.” The primary emphasis in the company is on selling. Customer satisfaction is considered important but the emphasis is on going out and pushing the company’s products and or services Company does basic market research – but typically scores “average” on customer satisfaction scores within its industry Company does a lot of research to learn the concerns of its customers, and responds by developing new products and marketing programs. The emphasis is on understanding why customers act and feel the way they do, and responding with products that meet these needs… Selling is considered important, but the emphasis is on making products (or services) that will almost “sell themselves”
  11. 11. The unexpected is often the best source of innovation. Focus on opportunities. Starve problems and feed opportunities. 1 2 3 4 5 6 7 8 9 10 We have no processes to systematically review unexpected surprise and failure. Overall, we tend to focus a good deal of organizational resources and attentions on problems rather than opportunities We would score in the mid-range on this principle. We can point to cases where we have taken the right course of action on expected surprise and failure – but it is not a core competence. We carefully review unexpected surprises and failures. For unexpected product failures – we tend to recognize them early and shut down investment. If unexpected product successes, we quickly reallocate funds to take advantage of marketplace dynamics. Mining – Surprise and Failure
  12. 12. Whatever an enterprise does internally and externally needs to improved systematically and continuously. Continuous improvements in any area eventually transform the operation. 1 2 3 4 5 6 7 8 9 10 Our continuous improvement of our overall business approach (target customers, products, services, processes, workflow) is limited at best. We have largely had the small business model in place for years. We are in the middle of the pack in our industry on continuous improvement. We do practice improvement – but I would not rate it as a core strength. We practice continuous improvement through a rigorous process such as six-sigma, Kaizen, and/or other methods. We are constantly and incessantly focused on incremental improvements to all aspects of our business. Continuous Improvement - Kaizen
  13. 13. Push responsibility and accountability as far down into the organization as possible and follow this basic communications strategy: Listen down, talk up. 1 2 3 4 5 6 7 8 9 10 Only top executives take responsibility. All others in execution mode. Strong command and control culture. Employees do what they are told. Adheres to a strong hierarchical structure with senior managers being held responsible and accountable. Employees largely follow direction and have little discretionary responsibility. All the employees feel responsible and accountable for the success of the firm. Heavy responsibility of front- line employees to shape their job requirements. All employees held accountable. Responsibility and Accountability at All Levels

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