CHANGE

1
CHANGE
Is All About People

• FOCUS
• ON FOREST ENGINERING
• 2008

Theme Forest Engineering Investing in Human
Capital
Nelson Mandela Metropolitan University Mpumalanga,
South Africa 29 30 October 2008
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• Our ancestors future belongs solely to them.
• We must make our own future.
• Thomas Jonathan Stonewall Jackson
• Lt. General, Army of Northern Virginia, CSA

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The past is prologue you cant go back
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Era of Transformation

• In a time of drastic change, it is the learners
  who inherit the future. The learned usually find
  themselves (well) equipped to live in a world
  that no longer exists.
• Eric Hoffer

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Your Bridge to Your Future
The ability to learn faster than your
competitors may be the only competitive
advantage!!!
Arie de Geus Royal Dutch Shell
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Continuous Improvement vs. Transformation
2.74M
World High Jump Record
2.45M
2.44M
Brill / Fosbury Flop
2.13M
Straddle
Western Roll
1.83M
Scissors
1900
1950
2000
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Change is like a dragon
Old Chinese Proverb

• If you ignore it, it will eat you when your back
  is turned.
• If you try to make it do your will, it will eat
  you when you stop to rest.
• But if you ride the dragon, you will find that
  change is an opportunity and not a challenge.

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Mastering Change

• Change is the only constant
• Create high levels of situational awareness
• Couple vision with knowledge experience
• Utilize options only when effects can be
  maximized
• Leadership and accountability are critical to
  success

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Change Dynamics

• People dont resist change. They resist being
  changed.
• Dr. Peter M. Senge

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Leadership

• Be customer focused, not merely customer led.
  You must lead the customer where they want to go
  but dont know it yet.
• Dr. Gary Hamel Dr. C.K.Prahalad

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Time Critical Management
OODA or Boyd Loop
Observe Orient Decide Act
A
O
D
O
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Key Insights

• Modern genesis in air combat
• Knowledge based
• Create superior situational awareness and
  transition performance
• Primacy of maneuver over direct confrontation
• Compensate for uncertainty
• Initial applications tactical
• Strategic applications now recognized

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Usage Concepts

• OODA Loop has applications beyond purely
  competitive situations.
• Can be applied wherever the process involves
  disturbance of the status quo, or in simple
  terms, CHANGE.

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Strategy (old frame)

• Long term - distant return
• Ambition - risk taking
• Commitment - big dollars

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Strategy (new frame)

• Long term - a new point of view of
  industry evolution and how to shape it
• Ambition - stretching aspiration risk reduced
  through resource leverage
• Commitment - intellectual and emotion- al
  ensuring consistency and constancy

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The Millennials

• 1st generation to reach adulthood in the new
  millennium
• Our current youth
• Our emerging work force
• Our future leaders

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Millennials

• Propensity to
• Impose order
• Seek the greater good
• Take the role of protector not dictator
• Build structure
• Seek clarity of direction
• Desire consensus before taking action
• Place US before ME

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Millennials Activities Attributes

• Orderly and structured
• High self-esteem with a positive attitude
• Technologically knowledgeable
• Team collaboration
• Determined to matter
• Trusting of competent and proven authority
• Safety a priority
• Thrive on multitasking
• Good followers
• Capable leaders

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Millennials Activities Challenges

• Unsettled by chaos and friction
• Connecting with difficult people
• Have not experienced much loss
• Creative thinking not fully developed
• Troubled leading without consensus
• May be dejected by adversity
• Expect and need guidance in new situations
• Not averse to risk taking but not a no fear
  ethos
• Prone to piecemeal efforts
• Self-discipline not fully developed

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The Future

• Millennials in maturity will solidify their
• Distinct traits
• Core values
• Groupthink characteristics
• Organizations that thrive will utilize the
  methodical principles they espouse
• Leading and mentoring must evolve to meet their
  needs

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Leading and Mentoring

• Millennials tend to have a background of
• Higher levels of protection (safety)
• Communications technology
• Lifelong exposure to virtual reality
• Are not responsive to sit and listen lectures
• Organizational climate and culture are critical
• Millennials prize practical experience
• Desire to take the wheel
• Learn by trial and error

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Leading

• Millennials not impressed by position or title
• Count on experienced hands on leaders
• Earn their respect, it is not given
• Recognize their potential
• Teach by showing them how to increase their own
  performance
• Require open and honest communications
• Mentor imposed reality checks through anecdotes
  that focus on what was learned

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Mentoring

• Millennials are accustomed to
• Structure
• Direction
• Explanations
• Protection
• Engagement
• Therefore, the importance of quality mentoring is
  critical

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Quality Mentoring

• Explain why - not just how what
• Clarify the value of roles in any venture
• Enforce accountability to standards through peer
  mentoring
• Show how to balance opportunism and risk taking
• Teach self-assessment techniques
• Teach project and time management to include
  sequencing of implicit tasks
• Provide frequent and accurate feedback in a
  small, interactive group

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FORESTRYStrategies for SUCCESS

• Focus on the future
• Organize for success
• Resource leverage critical
• Economics, environment, education
• Social awareness
• Time to listen
• Relationships are vital
• You lead the way

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LOGGERStrategies for SUCCESS

• Leadership
• Organize for success
• Get to the future first
• Grow the profession
• Economics, environment, education
• Resource leverage

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EQUIPMENT DEALER Strategies for SUCCESS

• Develop the served market
• Engineering
• Accountability
• Listen, listen, listen
• Economics, environment, education
• Resource leverage critical

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MANUFACTURER Strategies for SUCCESS

• Bring data (IGWTAOBD)
• Utilize engineering options
• Identify the market
• Listen, listen, listen
• Determine required performance
• Economics, environment, education
• Resource leverage critical

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Mental Models - a Key Limiter

• If managers believe their world views are
  facts rather than sets of assumptions, they will
  not be open to challenging those world views.
• Dr. Peter M. Senge

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Key Issues To Understand

• I am my position.
• The enemy is out there.
• The illusion of taking charge.
• Fixation on events.
• Reaction to stimuli.
• The myth of the management team.
• The delusion of learning from (ones own)
  experience.
• Dr. Peter M. Senge

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What Coaches Dont Tell You
Experience is a hard teacher.

• It gives the test first, the
  lessons afterwards!

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Your Choice To Make
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The Visible the Hidden

• All men see the tactics with which I fight, but
  none shall see the strategies by which I
  conquer.
• Sun Tzu 400 B.C.

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Grow Together

• It is better to use two swords rather than one
  when you are fighting a crowd, and especially if
  you want to take a prisoner.
• Miyamoto Musashi 12 May 1645

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Flexibility

• You should not have a favorite weapon. To
  become over-familiar with one is as much a fault
  as not knowing it sufficiently well. You should
  not copy others, but use weapons which you can
  handle properly. It is bad for commanders and
  troopers to have likes and dislikes.
• Miyamoto Musashi 12 May 1645

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Making Change Happen

• 1 - overarching strategy
• 2 - moral high ground
• 3 - leadership and role modeling
• 4 - reasons for antagonists to support
• 5 - resource commitment
• 6 - required results clearly communicated,
• tracked, and measured

Keys to Success
Maximum Flexibility at Tactical Level
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Future Outlook

• Be customer focused, not customer led. You must
  lead the customer where they want to go, but
  dont know it yet.
• Dr. Gary Hamel Dr. C.K.Prahalad

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Your Choice To Make