How Corporate Reorganization Creates Risk (and Opportunity) for Intelligence Effectiveness

The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
How Corporate
Reorganization Creates Risk
(and Opportunity) for
Intelligence Effectiveness
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A Complimentary Webinar from Aurora WDC
12:00 Noon Eastern // Wednesday 3 September 2014
~ featuring ~
Terry Kerby Karen Somerville Derek Johnson

Karen Somerville
With more than 25 years of senior management experience, Karen now
works as a consultant, educator, researcher, and executive coach. She is a Co-
Founder of the Developing Organizational Change Skills Program™ and the
President of Somerville and Associates Management Consulting LLC, which
specializes in organizational change and strategic management.
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Terry Kerby
Terry J Kerby MBA, CEC Retired Director of Corporate Strategy, 3M Company
After 40 years with 3M in Canada, Europe, Middle East and the USA. Terry
recently “retooled” with a Certificate in Executive Coaching. This, coupled
his wealth of global business experience, positions him well to coach
business leaders to maximize their performance.
Karen Somerville PhD, MBA, CPA, CGA, CEC
The Intelligence Collaborative is the online learning and networking
community powered by Aurora WDC, our clients, partners and other friends
and dedicated to exploring how to apply intelligence methods to solve real-world
business problems.
Apply for a free 30-day trial membership at http://IntelCollab.com or learn
more about Aurora at http://AuroraWDC.com – see you next time!

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Agenda
► Session Topics:
► Utilizing a coaching approach to mitigate risk
► Identifying & exploiting change in competitor
organizations
► Identifying the risks associated with internal change
► Q & A

Utilizing a Coaching Approach to Mitigate Risk
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What is Coaching?
► Coaching:
► Focuses on what the coachee wants to achieve
► Encourages self-discovery
► Elicits solutions and strategies from the coachee
► Holds the coachee responsible and accountable.
► Coaching is not:
► Consulting
► Mentoring
► Therapy
► Training
► Athletic development
Source: International Coaching Federation (ICF)

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Benefits of Coaching
► The opportunity to reflect on, and to test one’s understanding
about, recent experiences
► The opportunity to discuss future possibilities for growth and
development
Burke, W. (2010). “Organization change – Theory and Practice”. 2nd Ed., Thousand Oaks, CA: Sage
Publications Inc.
► 6 X - ROI
Nyman, M. & Thach, L. (2013). “Coaching as a new leadership development option”. Supervision, 74(2),
23-26.
► 50% of Fortune 500 Companies use Executive Coaching
► Increased productivity
International Coach Federation (ICF)
http://www.coachfederation.org/need/landing.cfm?ItemNumber=747&navItemNumber=565

How does coaching help to mitigate risk?
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► More people in the organization will become
knowledgeable about the risk and how to address it
► The solutions and strategies about mitigating risk will come
from the coachee
► The coachee will be responsible and accountable
► When there are set-backs, a coach approach will help the
coachee to understand what went wrong, and how to
develop a plan to get back on track to achieve the goals

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Poll Question 1
►How do you know if a competitor is going
through internal change?

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Poll Question 1
►How do you know if a competitor is going
through internal change?
• Company announcement
• Social media chatter
• Analyst reports
• Earnings call
• Other

Exploiting competitors that are in the midst of internal change
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Any level of change can create Fear, Uncertainty and Doubt. As CI
professionals we must leverage these usually self imposed handicaps to our
advantage.
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Any level of change can create Fear, Uncertainty and Doubt. As CI professionals
we must leverage these usually self imposed handicaps to our advantage.
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► Document the change
► Standard research internal or 3rd party – what’s changing and why?

Any level of change can create Fear, Uncertainty and Doubt. As CI professionals
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► Standard research internal or 3rd party – what’s changing and why?
► So What? Analysis
► Competitors make change based on real or perceived advantage, looking forward 1-
5yrs how will the competitor be positioned on a relative competitiveness basis
compared to today and how do we get ahead of them (Utilize market competitive
factors) .

6
5
4
3
2
1
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Market Competitive Factors (Example)
0
Competitors
Position
Brands Cash flow Market
coverage
Technology Supply
chain
Customer
relations
Today 1 year 5 years

6
5
4
3
2
1
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0
Competitors
Position
coverage
Technology Supply
chain
Customer
relations

6
5
4
3
2
1
* Our position
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0
Competitors
Position
coverage
Technology Supply
chain
Customer
relations
*
*
*

Any level of change can create Fear Uncertainty and Doubt. As CI professionals
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► Standard research – what’s changing and why?
► Competitor is making change that COULD dramatically impact their Market position wrt
technology, leading to a stronger brand presence and superior customer relations.

Any level of change can create Fear Uncertainty and Doubt. As CI professionals we
must leverage these usually self imposed handicaps to our advantage.
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► Standard research – what’s changing and why?
► Competitor is making change that COULD dramatically impact their Market position wrt
technology, leading to a stronger brand presence and customer relations.
► Now What ? Recommendation Example – Mitigate the technology advantage –
The Coach approach - Adding value as a CI professional
► Identify the owner (in this case CTO or designate)
► Gain their attention - Backgrounder data
► Hold them capable of establishing and owning a plan of action
► Gain agreement (contract) Open ended questions to establish the options available
► Gain agreement to prioritize the options – Contract
► Gain agreement on plan to implement the #1 option
► Gain agreement on next steps – project plan
► Gain agreement on measurement of progress

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Poll Question 2
► During the last 12 months has your
company undergone change?

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Poll Question 2
► During the last 12 months has your
company undergone change
• Acquisition
• Merger
• Re org
• Lay offs
• C Suite
• Other

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Organizational Change
► Research continues to find that about 70% of
change initiatives fail.
► There are many reasons for this high failure rate,
including:
► Not dedicating sufficient resources
► Not assigning people with “change skills” to work on
these initiatives
► Not recognizing and utilizing “internal drivers of
organizational change”

Leadership
Visible actions as the
driving force; influential
champions throughout
organization
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People
HR policies/practices:
e.g., selection,
rewards/recognition,
training, performance
management
Organizational
Considerations
Vision
Inspirational,
understood &
measurable
Org. structure, performance
metrics, policies & procedures
Communication
Exceptional at all levels;
e.g., key messages; multi
vehicles, two-way
Organizational
Change
Key Internal Drivers
of Org. Change!

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Poll Question 3
►Which of these key internal Drivers of
Organizational Change will be the most
challenging for your organization to lever?

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Poll Question 3
►Which of these key internal Drivers of
Organizational Change will be the most
challenging for your organization to lever?
• People
• Vision
• Leadership
• Communications
• Organizational considerations

Karen Somerville
Now how about a little Q&A?
karen@somervilleandassociatesmanagementconsulting.com
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Terry Kerby
Thank you!
Email: Tkerby@tjkconsulting.com
The Intelligence Collaborative is the online learning and networking
community powered by Aurora WDC, our clients, partners and other friends
and dedicated to exploring how to apply intelligence methods to solve real-world
business problems.
Apply for a free 30-day trial membership at http://IntelCollab.com or learn
more about Aurora at http://AuroraWDC.com – see you next time!

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