1. Delivering better results, faster bottom-up Alexander Hillenbrand Managing Partner May 2011 Discussion support slides

2. The biggest CEO challenge is to bridge the strategy-results gap… “Our company is embarking on a new phase of growth. How can I rapidly align my managers to the new strategy and drive home the game changing actions required?” “Our company is transforming to meet future needs. How can I infuse our organization with new capabilities, step-change process improvements and true inter-functional collaboration to win the future?” “We need a stronger follow-through to deliver results after adopting a new strategy and organizational focus. How can I deepen managers’ understanding of the company from an investor perspective and get them to act in line with TSR?” Typical CEO challenges/needs:

4. The most common approaches are top-down & “telling” in essence…

5. … which works well in the first phases of the “change path”… fragen Rough Planning: 2. Generating Motivation Detailed Planning: 3. Qualification & Cooperation Realization of Measures: 4. Commitment 5. Continual Support: Internalizing (Performance) Time Productivity, Motivation Change Initiation: 1. Create Awareness Original Performance Level Learning Saying Questioning (oneself) Hearing, Seeing and Reading Source: Tata Interactive Systems GmbH

6. … but can lead to unintended results in the later phases… Different understanding.. … different directions. => leading to frictions between functions that ought to cooperate Force-feeding views to people that have been hired to think for themselves. => Leading to change resistance. Image: http://www.seantis.ch/blog

7. … where results are better & quicker with employee-driven “discovery”. Letting valuable managers discover bad and good approaches on their own terms increases their ownership and propensity to act on their plans. => Resulting in a motivational and inspirational atmosphere and a “can-do” culture. image: http://pixdaus.com/single.php?id=75833

8. When the employee decides to act, on the right things, results happen. The key to action is for each to resolve his/her goal, belief, feeling, value conflicts. Photo: http://www.gembapantarei.com/2010/11/how_to_drive_fear_and_inaction_out_of_organization.html

9. Our Behavior Change Path helps bridge the gap and find alignment Participants currently do… Therefore, participants will do… Exposure to the “The Practice Company” Event & Process Makes them: -view…from common perspective -think… -believe… -feel… -know… -choose interpretations role models state of mind Because they currently: -view…from their perspective -think… -believe… -feel… -ignore… -follow directives -follow role models -have a state of mind Photo: http://www.gembapantarei.com/2010/11/how_to_drive_fear_and_inaction_out_of_organization.html

10. Our events are immersive and practical, => geared towards “aha moments”… Business Simulations E-learning Self-assessment Coaching Team assignments Seminars Groups (small or large) Alone On-location Distance Virtual (ex. Secondlife) Images: Tata Interactive Systems GmbH Big Business Photo: http://www.purplepawn.com/2009/10/the-business-of-games%E2%80%94game-jobs/

11. … and participants’ ownership and commitment to act on their plans.

12. Engagement examples

18. Thank you! Alexander Hillenbrand [email_address] Tel: 514 710 0542