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Changing Colours A Story of Transformation
Peter Wormald Ciba, Paisley
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Changing Colours A Story of Transformation
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Changing Colours A Story of Transformation
The Site
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Changing Colours A Story of Transformation
The Products
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Changing Colours A Story of Transformation
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Changing Colours A Story of Transformation
Business Context Our sales development
CHF/KG
K tonnes, mio CHF Sales
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
Tonnes
ARSP
Sales
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Changing Colours A Story of Transformation
Business Context Responding to the challenge
Raw Material Price Development
Man Hours Per Tonne
Maintenance costs per tonne
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Changing Colours A Story of Transformation
Business Context Forecast
Actual
Forecast
Sales
Yr 1 Yr 2 Yr 3
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Changing Colours A Story of Transformation
Business Context The need for change
5 YEAR VIEW
Transformation
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Changing Colours A Story of Transformation
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Our Future Your Future
Autumn 2003 Visit the Future
Spring 2004 Look back to the present
10 Years
5 Years
Our Future depends on us being Globally
Competitive Our Future demands transformation in
key areas
Now
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Changing Colours A Story of Transformation
The 5 Year View Our Transformation
Doing the same things better is not enough
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Changing Colours A Story of Transformation
Product Mix Improvements blues and publication
inks withdrawal, high value
products Residual Capacity Reduction 5 day
working Plant closures Site
re-organisation - shop floor -
management Culture Change Mass production ?
LEAN production
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Changing Colours A Story of Transformation
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Changing Colours A Story of Transformation
WHAT WE KNOW
What We Know We Know
What We Dont Know We Dont Know
What We Know We Dont Know
UNCONCEALING
REVEALING
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Changing Colours A Story of Transformation
Paradigm
A group of concepts, values, perceptions and
practices shared by a community which creates a
shared vision of reality and collective mood that
is the basis of the way that the community
organises itself.
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Changing Colours A Story of Transformation
PAST
PRESENT
HAVING
DOING
INTERPRETATION MEANING
WHAT HAPPENS
Human Paradigm - incremental improvement
Actions driven by the Past
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Changing Colours A Story of Transformation
FUTURE
PRESENT
PAST
DOING
HAVING
BEING
WHAT HAPPENS
POSSIBILITY
Context
Process
Content
Visionary Leadership Paradigm - Transformation
Actions driven by the Future
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Changing Colours A Story of Transformation
(PRESENT)
(PAST)
PUT AT RISK
WHAT YOU HAVE ACHIEVED
FOR
(FUTURE)
THE POSSIBILITY
YOU CAN BE
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Changing Colours A Story of Transformation
A Transformation Process in the Domain of Being
FROM
TO
BEING An Open System That
BEING A Closed System That

• Generates

• Reacts

• Creates

• Copes

• Encourages Risk

• Improves Incrementally

Shaped By the FUTURE, and Designed to
Transform
Shaped By The PAST, and Designed to Survive
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Changing Colours A Story of Transformation
Those who dream by night in the dusty recesses
of their minds wake in the day to find that all
was vanity But the dreamers of the day are
dangerous people, for they may act their dream
with open eyes, and make it possible
(T.E. Lawrence)
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Changing Colours A Story of Transformation
But the Context is decisive !
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Changing Colours A Story of Transformation
MAKING
THE IMPOSSIBLE
HAPPEN
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Changing Colours A Story of Transformation

• The concept is simple - but not easy !

• The leader is decisive

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Results that are Possible
Changing Colours A Story of Transformation
Mode of Improvement
Alter what you are doing to improve something
that already exists
Making the Possible Happen
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Results that are Impossible
Changing Colours A Story of Transformation
Mode of Transformation
Alter the way you are being to create something
that does not exist
Making the Impossible Happen
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Changing Colours A Story of Transformation
The way you are being is the source of your
reality which is the source of your actions
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Changing Colours A Story of Transformation
(PRESENT)
(PAST)
PUT AT RISK
WHAT YOU HAVE ACHIEVED
FOR
(FUTURE)
THE POSSIBILITY
YOU CAN BE
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Changing Colours A Story of Transformation
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Changing Colours A Story of Transformation