Change Leadership BAE SYSTEMS - James G. S. Clawson
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BAE SYSTEMS
Change Leadership
James G. S. Clawson
Johnson & Higgins Professor of Business Administration
Darden Graduate School of Business Administration
University of Virginia
1
Structure of
Change Leadership Course
Day One Fundamental Concepts
Day Two Leading Change Simulation
Day Three Leading Large Scale Change
Day Four Implementation and Aspirations
© James G. Clawson 2
Course Learning Objectives
• Comprehend the models of strategic change, articulate the challenges of
it, and practice the use of methods for driving its’ success.
• Utilize principles for leading in a continuously changing environment with
multiple, complex variables.
• Apply tools for leading through the change experience and managing
energy and motivation during uncertain and evolving times.
• Execute strategies that emphasize successful channels to drive growth and
lead change from existing context and culture.
• Model the TPL behaviors of Trusted, Innovative, and Bold while leading
strategic change, and executing and implementing continuous change, at
BAE Systems.
3… and focuses on
BAE Systems KEY CONCEPT THEMES
• Trust and trustworthiness
• Boldness
• Innovation
• Ethical Behavior
• Inclusion and Managing Diversity
Watch for these throughout!
© James G. Clawson
4Change Leadership
… Links to and integrates with other BAE Systems programs
Driving
People
Performance
Business
Presentations Innovation
Strategy in a Change Driving
Global Business
Environment Leadership Performance
© James G. Clawson 5Strengthening BAE Systems through leadership alignment
The best performing companies have something in common: Great leadership
BAE Systems has identified the vital knowledge, skills and abilities leaders need in order to
perform against our strategic priorities; these are the global competencies, which serve as
the foundation for developing our leaders
Along with the company values, Operational Framework, and Code of Conduct, the global
competencies describe the leaders’ role in developing a culture of Total Performance
6The BAE Systems global competencies for personal effectiveness
• These were developed on the basis of Strategic Leadership Competencies Foundational Competencies
research into the knowledge and skills Building Relationships & Networks
required to deliver BAE Systems’
strategy, and with input from Partnering for Success
representatives from BAE Systems’ Creating Breakthrough Strategies
functions and businesses. Committing to the Wider Enterprise
Empowering with Accountability
• They are used in strategic HR
Leading with Vision
applications where more precision is
required than what is laid out in the Influencing
Values and TPL Behaviors: Earning Trust
• Driving content in development programs Understanding Others
• Assessment centers
Understanding Your Organization
• Job descriptions
• Interviewing Developing People
Driving Growth
• The competencies targeted for Teamwork
development in this course appear in Self Management
bold font in the list of competencies to
Problem Solving
the right.
Initiative
Self Confidence
11 7Export /SSA Participants
• Please be aware that in certain TPL courses, we may be fortunate to
have the participation of colleagues from other parts of the world, who
are not allowed access to certain technical information regarding our
technologies.
• In accordance with our SSA and under US Government regulations we
are not permitted to share specific technical data regarding our defense
related programs or projects.
• Please extend a special welcome and greeting to our non US visitors!
There will be a blue dot on their name badge as an indicator.
8Program Invitations
• Look and listen for the possibilities (not conformity)
• Keep a Personal Insight Page (PIP sheet): Look for and
write down things you would like to work on in the next
90 days; consolidate your learning after each class.
• Contribute your experiences and insight to the group.
Let’s bring all of our collective expertise to bear.
• Read and prepare the assignments or you’ll be left
behind.
• Take responsibility for your own learning; if you want to
go in a different direction, say so.
© James G. Clawson 9People have mental habits
The Mental “Hats” we wear
Judge Listening for Conformity
Learner Listening for Possibilities
Explorer Pushing into New Zones
Designer Planning for Changes
Champion LEADING CHANGE
© James G. Clawson 10This “slide book/graphic novel”…
• Includes “chapters” for each session of the
seminar.
• May include more or less information than
occurs in each session.
• Not necessarily in the sequence that concepts
will arise in class
• Can be used as a reference to the seminar
• Can be “read” as a graphic novel/text
© James G. Clawson 11Level Three
Leadership…
• Provides another reference
to the concepts we’ll discuss
• Has a number of exercises
we’ll use during the week
(see the workbook in the
back)
• Has chapters with more
detail on concepts we’ll
discuss in the seminar
12Session 1
Creating the Foundation
Challenge Identification
© James G. Clawson
13Introduction
• Meet each other.
• Establish ground rules and expectations for
the week.
• Identify key change challenges we face as
foundation for our discussions.
• Introduce some key concepts.
© James G. Clawson 14Introductions
• Name
• Location
• What do you build?
• Biggest Change Issue/Challenge you’re
dealing with at Work and in Life
© James G. Clawson 15Nature and Levels of Human Activity
HABITUAL?
1. VISIBLE BEHAVIOR
2. Conscious Thought
3. VABEs (values, assumptions, beliefs, and
expectations about the way the world is or should be)
© James G. Clawson
16What change challenges
are you facing?
© James G. Clawson 17What’s a “strategic change challenge?”
A Strategic Issue is any issue that
significantly influences your ability to
develop and maintain a competitive
advantage.
A Change Challenge is anything that
pressures you to do things differently
individually or collectively.
© James G. Clawson 18Who’s the “you?”
STRATEGIC CHANGE LEVELS
for discussion
Societal
Organizational
Work Group or Function
Individual
© James G. Clawson 19What’s a COMPETITIVE ADVANTAGE?
A competitive advantage has three key
characteristics:
1. it provides superior value to customers
2. it is hard to imitate
3. it enhances one’s ability to respond to
changes (flexibility) in the environment.
Adapted from George Day (1994)
© James G. Clawson 20You can also read
