Key slides from a recent Thames Valley Chamber of Commerce talk June 2013. Question: Where would you place your organisation/business in its life cycle? Could be challenging to visualize without a number of reference points. It is possible to become seemingly trapped by your own success.

1. The organisation life-cycle and
how to re-invent yourself
Rod Willis, Assentire Ltd

2. 1: c 1906 Diodes1: c 1906 Diodes3: c 1950 first Transistor3: c 1950 first Transistor
6: c 1980 SMT
starts to take off
6: c 1980 SMT
starts to take off The organisations that stand a chance of surviving the cycle, are the ones
that led themselves into change BEFORE they were forced to by the
market!!! They induced their own “Crisis” while they still had resources to
deploy to drive their transition forward.
Leadership Development and what to be aware of to lead the
change
The organisations that stand a chance of surviving the cycle, are the ones
that led themselves into change BEFORE they were forced to by the
market!!! They induced their own “Crisis” while they still had resources to
deploy to drive their transition forward.
Leadership Development and what to be aware of to lead the
change
2: c 1934 RADAR2: c 1934 RADAR
4: c 1960 first
Integrated Circuit
4: c 1960 first
Integrated Circuit
5: c 1970 first
EMS probably
Space Craft Inc
(SCI)
5: c 1970 first
EMS probably
Space Craft Inc
(SCI)
7: c 1985
Outsourcing
ramps
7: c 1985
Outsourcing
ramps
8: c 1995 Off-shoring
ramps
8: c 1995 Off-shoring
ramps
Electronic Manufacturing Services (EMS)
Original Equipment Manufacturers (OEM)
9: c 2000 OEM
sell plants to
EMS, major
investing
9: c 2000 OEM
sell plants to
EMS, major
investing
11: c 2005 EMS move
almost all plants to
China/Asia
11: c 2005 EMS move
almost all plants to
China/Asia
10: c 2003 EMS left
with empty plants as
OEMS reduce orders
10: c 2003 EMS left
with empty plants as
OEMS reduce orders
12: c 2010 China
becoming too
expensive… and now!!!
12: c 2010 China
becoming too
expensive… and now!!!
Mapping Electronics Manufacturing from 1990 looking at the Industry DynamicsMapping Electronics Manufacturing from 1990 looking at the Industry Dynamics
13: c 2010
Transient technology
13: c 2010
Transient technology

3. Is this Cycle more broadly helpful?Is this Cycle more broadly helpful?
There are 1,000s of books, these have been the ones I have found to be most informative. Spot the odd-one-out, this is
the next sector to go to the Funfair, experience disaggregation and ride the Eco-cycle Roller coaster , ready or not!!!
There are 1,000s of books, these have been the ones I have found to be most informative. Spot the odd-one-out, this is
the next sector to go to the Funfair, experience disaggregation and ride the Eco-cycle Roller coaster , ready or not!!!
Knowledge of; a System, Variation, Psychology
and Theory of Knowledge, itself
Knowledge of; a System, Variation, Psychology
and Theory of Knowledge, itself
Deming’s 14 points dating back to 1982 are
still a good starting place, PLUS… SoPK
Deming’s 14 points dating back to 1982 are
still a good starting place, PLUS… SoPK

4. Mapping YOUR Organisation / IndustryMapping YOUR Organisation / Industry
Using your Eco-Cycle MAP place;
•the first sticker where you think/feel your organisation or industry is right now…
•the second sticker where you think/feel your organisation or industry was 5 years ago…
•the third sticker where you think/feel your organisation or industry will be in 5 years time…
Ask yourself;
•what form of “ACTION” am I and my Leadership Team most familiar with?
•do I and the team know how to operate in the alternative “ACTION” domains?
•do you need to consider some alternative ACTION to maximize your performance and stay in the Driving seat?
Using your Eco-Cycle MAP place;
•the first sticker where you think/feel your organisation or industry is right now…
•the second sticker where you think/feel your organisation or industry was 5 years ago…
•the third sticker where you think/feel your organisation or industry will be in 5 years time…
Ask yourself;
•what form of “ACTION” am I and my Leadership Team most familiar with?
•do I and the team know how to operate in the alternative “ACTION” domains?
•do you need to consider some alternative ACTION to maximize your performance and stay in the Driving seat?

5. What is your Leadership Culture?
There are many ways we can explore this, here is one
Leadership Development and what to be aware of to lead
the change
What is your Leadership Culture?
There are many ways we can explore this, here is one
Leadership Development and what to be aware of to lead
the change
What is your Organisation Culture?
There are many ways we can explore this, here is one
The Character of a Corporation
What is your Organisation Culture?
There are many ways we can explore this, here is one
The Character of a Corporation
http://assentire.net/resources/
How to View your Change Programmes

6. Post Talk Material
• A listing of a selection of associated papers and books
– grouped by Leadership and Organisation Culture
• Three high level reflective sheets
– to help you dig a little deeper in terms of Organisational and Leadership
culture and development
• Video exploring
– Transient Electronics
– Warren Buffett and Leadership development
• Succession Strategy pdf
– Managing the All-Important Family Component, this is the short form version,
the full report is detailed in the listing of papers to download
• Agents of Transformation
– For those wanting to explore “Leadership and the Corporate Sustainability
Challenge” starting to bring all the subject areas together
Thank you for your time: rod.willis@assentire.net
Make contact if you would like to explore further still

7. If you want to explore further
Thank you for your time: rod.willis@assentire.net
Make contact if you would like to explore further still

8. Mapping YOUR Organisation / IndustryMapping YOUR Organisation / Industry
The process followed,
managers thinking
rationally, making clear
choices before they act.
The connection
between means and
ends is very close, and
their action can usually
be justified technically
as maximising some
well-defined objectives
such as profits.
My Score:___________
The process followed,
managers thinking
rationally, making clear
choices before they act.
The connection
between means and
ends is very close, and
their action can usually
be justified technically
as maximising some
well-defined objectives
such as profits.
My Score:___________
The process followed is
almost random in
nature, it unfolds over
time, and rationality,
goals, and purpose are
emergent from the
purpose.
In this perspective,
managers are free to
act but don’t know what
to do. Their behaviour
is not goal-directed;
rather, it is goal-
interpreted
retrospectively.
My Score:___________
The process followed is
almost random in
nature, it unfolds over
time, and rationality,
goals, and purpose are
emergent from the
purpose.
In this perspective,
managers are free to
act but don’t know what
to do. Their behaviour
is not goal-directed;
rather, it is goal-
interpreted
retrospectively.
My Score:___________
The process followed is
externally constrained
and determined by the
current situation.
Although individuals
may believe they are
acting with purpose,
their actions are in fact
constrained by
circumstances in which
they find themselves.
My Score:___________
The process followed is
externally constrained
and determined by the
current situation.
Although individuals
may believe they are
acting with purpose,
their actions are in fact
constrained by
circumstances in which
they find themselves.
My Score:___________
To Score:
As you think about the different type of ACTION, score a 5 if you and your leadership team are very familiar and
have direct experience, a 3 if you have some understanding and limited experience or a 1 if very no experience.
To Score:
As you think about the different type of ACTION, score a 5 if you and your leadership team are very familiar and
have direct experience, a 3 if you have some understanding and limited experience or a 1 if very no experience.