organizationalchampions's Webcast Mike Thompson & Murray Williams

Donnie Smith heads up Poultry and Prepared Foods team at Tyson Foods, Inc.  But what sets Donnie apart is his passion for people and his unique ability to build high performing teams.  In this webcast, Donnie shares his secret to being a champion leader in the world's largest protein producer.


Contact
www.organizationalchampions.com
www.twitter.com/ThompsonOC
www.twitter.com/OrgChamps

Rob DeMartini is the CEO of New Balance.  New Balance is in the midst of a reinvigoration of its brand.  The company is over 100 years old, but is making some very interesting strides towards reestablishing itself as a premiere athletic shoe brand.  In this episode, we speak to Rob about leading this charge and what it is taking both inside and outside the company to make this change successful.

Contact
www.organizationalchampions.com
www.twitter.com/ThompsonOC
www.twitter.com/OrgChamps

In today's episode, we have a conversation with Dr. David Yudis of Disney.  He is currently the Director of Global Learning and Development for Disney Consumer Goods.

Topics:

Disney's Past and Future
Preparing Disney's Champions
Three things to learn from how Disney develops its future leaders





David Yudis on Twitter
www.twitter.com/davidyudis

Contact
www.organizationalchampions.com
www.twitter.com/ThompsonOC
www.twitter.com/OrgChamps

Org. Champion Webcast 014 - Your Company's Problems Could be Bigger Than the Economic Downturn
Deloitte has a brand new report called The Shift Index, and today we are going to talk about why you need to know about it.






Show Notes:






Why the report was written:






From the Executive Summary - Paraphrased







The Winners are barely winning while the Losers are losing big time
Companies are losing their key leadership at twice the rate companies were in 1965
Competition has more than doubled in the last 40 years
While the performance of U.S. firms is deteriorating, the creative class of worker is seeing greater growth in pay than any other class of worker

Customers have more information and are less loyal to brands


Computer and Internet access costs have plummeted and the world is adopting this technology at a 5 times greater rate than past technologies such as electricity and telephone networks...






What is the Shift?






Deloitte took a look at Return on Assets (ROA) and saw a very disturbing trend. Despite the fact that American companies were making modest but solid gains in efficiency when compared to the mid 1960s, we are getting only 1/4 the return on our investment in assets.  What could be causing that?







There are three major shifts occurring simultaneously

Foundational Shift - Nearly ubiquitous Computer/Communications/Internet access
Flow Shift - Access to information and wider access to networks has sped up the flow of information to nearly instantaneous.  All the stakeholders have information they didn't just a few years ago.
Impact - This area talks about the negative effects that companies are currently experiencing.  This area also speaks to the opportunity that is out there for the creative company that can execute in a new economy.








Key ideas:






Let's hone in on the Flow Index.  The Flow index talks about what is flowing because of the nearly ubiquitous access to the Internet and wider social networks.







Inter-Firm Knowledge
Wireless Activity
Internet Activity
Migration of People to Creative Cities
Travel Volume
Movement of Capital
Worker Passion
Social Media Activity






Who is making the most in this shift?






US companies are generating fewer and fewer tangible products.  There is a shift of power from the working class to a new class called the Creative class.






Creative Class







Super-Creative Core - Computer science and mathematics; architecture and engineering; life, physical and social sciences; education, training, and library management; and arts design, entertainment, sports and media studies.
Creative - Management; business and financial operations; law; healthcare and technical fields; high-end sales and sales management.



Other Workforce Class
Working - Construction and extraction; installation, maintenance, and repair; production; and transportation and material moving.
Service - Healthcare support; food services; building and ground cleaning and maintenance; personal care and service; low-end sales and related areas; office and administrative support; and community and social services.
Agriculture - Farming, fishing, forestry






Why is this important?






This marks major disruption occurring in the market right now.  When there are disruptions, there are opportunities.  When everyone is running for the hills, doing the best to protect eroding markets, champions see opportunities to change the game. Right now there is a growing divide between our realized performance and our potential performance.







Consumers have low switching costs in adopting new technology and seem to have an insatiable appetite for finding new ways to connect and gather information.
Companies conversely, are driven by efficiency and systems that ensure greatest return.  These systems do not die easily, and thus companies are agonizingly slow to adopt new technology

Show Notes:



Today we look at blog entries from Om Malik, CEO of GigaOm, a news blog focused on the communications and tech sectors and William C. Taylor, the author of Practically Radical.


Jeff Bezos on being a successful entrepreneur...

The 10 Questions Every Change Agent Must Answer



Takeaways:

1. Never Quit Focusing on Customers

2. Create a Culture - Create enthusiasm, Deploy your collective genius, & Work to personally align your team with the mission.

3. Get outside your industry to discover new ideas and opportunities

4. Own something - Identify your unique position in the market and own it.

5. Know your history and heritage but express it in ways that are relevant for the times.


Close


www.championseccho.com

www.organizationalchampions.com

Show Notes:

In the News:

Did Professional Management Cause the Fall of GM? (HBR)
http://blogs.harvardbusiness.org/hbr/hbreditors/2009/06/professional_management_and_th.html

Alfred Sloan and The Great GM Mystery

Alfred Sloan was the Leader of GM from the 1920's through the 1950's
On paper, Sloan espoused a scientific, strongly hierarchical style of leadership
In practice, the unintended consequences of that style of leadership led him to lead very differently
His successors misunderstood this and later led GM into some stormy waters








The Global Enterprise

What is it
Why is it valuable
How do I change my organization?



www.championseccho.com
www.organizationalchampions.com