The document discusses how culture and people are more important than strategy in implementing organizational change. It notes that change is a complex, messy process that involves getting people onboard with a shared vision of the future. The presentation provides examples of changes in technology and business, such as the rise of smartphones and social media, and how this has empowered consumers and changed relationships between companies and customers. It advocates for transparent leadership and breaking down silos between departments to better connect the organization and facilitate change.

1. Culture Eats Strategy for
Lunch Every Day
Strategic Leadership Forum
Ayelet Baron
VP, Strategy and Transformation
Cisco Canada
November 17, 2011
Twitter: @ayeletb
Slideshare.net: ayeletb
© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 1

2. Implementing strategy is a complex and messy process
… It involves People …
Source: The New How
© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 2

3. Imagine that everyone in your
organization could see into the future …
Imagine that you had the ability to paint
the future in distinct colours …
Imagine that these colours would be the
colours of autonomy, purpose, mastery
and success …
Imagine that everyone in your
organization had the same vision – would
that vision become reality?
© 2011 Cisco and/or its affiliates. All rights reserved. Change from a slideshare.net. Cannot recall the author
Cisco Confidential 3

4. © 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 4

5. Change #1: Adoption
Three years ago there were
No Smartphones
[as we know them today]
Years to Reach 50 millions Users:
Radio: 38 Years
TV: 13 Years
Internet: 4 Years
Facebook: added 100 million users in less than 9 months
iPhone applications: 1 billion in 9 months
© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 5
http://mi9.com/uploads/landscape/4154/desert-sand_422_71936.jpg

6. © 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 6

7. Change #2 – BYOD
We Trust Strangers
SOCIAL MEDIA AGE
PRE MEDIA AGE MASS MEDIA AGE
Consumers dictate
Talk face to face Talk face to face
Talk to shop worker Phone call
Talk to shop worker
Consult a professional
Readers letters
Phone in; TV / Radio
Religious Institutions, state, monarchy
dictate the agenda http://blogs.cisco.com/
Professional media dictate
Consumer influence channels
© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 7

8. Change #3—Social Business
“Businesses are no longer the sole creator of a brand; it is now co-created by
consumers through shared experiences and defined by the results of online
searches and conversations
… social media has increased the power of the consumer”
Brian Solis
© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 8

9. Change #3—Social
Business
THE RELATIONSHIP IS NO LONGER LINEAR
Transparent Social media: Marketing and PR
Relationship
Social business: People and business processes
Agile
Authentic
© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 9
http://www.flickr.com/photos/timothyschenck/

10. Change #4—
Leadership
© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 10

11. Change #4—
What Motivates Us? Leadership
give me give me
give me the $10,000
something I
prestige of a
want to do
new title
© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 11

12. Change #5—Transparent
Connected Enterprise Leadership
 The power to draw resources and people when we need them to
solve problems and meet challenges
 Relationships, not transactions. Surfing a set of flows usually
requires deep, enduring, trusted relationships — because flows
are like always-on sets of transactions that happen in continuous
time, embedded in a social and cultural matrix
 Emergence, not planning. Access — the relationships that power
flows — can't be engineered, planned, or forced.
 Serendipity, not determinism. "Unexpected encounters that
surprise and delight" — the upside of getting all the above right
 Potential, not "product." When serendipity happens, your
potential — your capabilities and capacities — grow
© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 12

13. Change #5—Transparent
The Networked Enterprise Leadership
A new class of company is emerging—one that uses
collaborative Web 2.0 technologies intensively to
connect the internal efforts of employees and to
extend the organization’s reach to
customers, partners, and suppliers
© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 13

14. A massive opportunity to have a different relationship with your
customers, partners and employees
Co-creation, crowdsourcing, crowdfunding
© 2011 Cisco and/or its affiliates. All rights reserved.
neilperkin.typepad.com/ Cisco Confidential 14

15. Change #5
No silos We compartmentalize creativity
Try to control it, set targets, apply rules
Make it the domain of particular job titles
Or box it into brainstorming sessions
“The longer you work, the more people want to put you in a silo so they can define who you are on their terms – our job
is to never let anyone determine who we are by their terms” John Jay
© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 15

16. Source: The New How
© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 16

17. © 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 17

18. Change Management Framework
© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 18

19. Source: The New How
19
© 2011 Cisco and/or its affiliates. All rights reserved.
Source: The New How Cisco Confidential

20. The most profound changes are those that disappear. They weave themselves
into the fabric of everyday life until they are indistinguishable from it
"Over and over again, connecting people with one
another is what lasts online. Some folks thought it
was about technology, but it's not.“
© 2011 Cisco and/or its affiliates. All rights reserved. Seth Godin Cisco Confidential 20

21. Why Change?
© 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 21

22. Thank you.
ayeletb
http://www.linkedin.com/in/ayeletbaron

23. © 2011 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 23