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Seat at the Table
                                         Nilofer Merchant, CEO
                                          Prepared for ABI | October 2007




ABI   ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential
About Rubicon
• Help high tech organizations win markets
  through business and market strategy
      – Since 1999
      – Practices: define, deliver, defend, optimize




ABI   ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential   Page 2
Looking In




ABI   ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential   Page 3
What to Expect
                       Guide /
                       • Common Beliefs / Reality                   30 Min


                       • Strategic Decision Framework               30 Min




                       Q&A through-out




ABI   ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential            Page 4
Some thoughts
            about

      sucking up


ABI   ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential   Page 5
Common Beliefs or Top 10 Myths

                                                                    State
 •    #10:      Do more, get promoted
 •    #9:       It’s about who you know
 •    #8:       Prove I’m Smarter. Smarter = better.
                There’s got to be an answer
 •    #7:
 •    #6:       Challenging the boss = bad idea
                                                                    Check
 •    #5:       No need to sell a good idea
 •    #4:       I won’t tell you bad news, cause it’ll hurt
 •    #3:       Down playing reality /positive news is crucial
 •    #2:       When everyone likes me, I’ll get promoted
                                                                    Think
 •    #1:       I know more; they know more


ABI   ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential
ABI   ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential
two types
What if there are
           of decisions, and I only see
                                                           one?


ABI   ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential           Page 8
Great Tactics Take You Up the Ladder

• Work hard, analyze data, formulate plan
• Decision making based on expertise and data
      – Make decisions about stuff we know
      – Think about it
      – Devise a “strategy” for what to do




ABI   ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential   Page 9
Tactical Decisions

•     Means and ends known
•     Largely rational
•     Commitments = 1 year or less
•     Investments known
•     Made by people who want to get closure
•     Low barriers to action (money, resources)
                 Example: Relationship marketing program


ABI    ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential   Page 10
Strategic Decisions

•     Means and ends must be discovered
•     Intuitive / holistic type decision
•     Discovery is transforming
•     Typically mired in adversity
•     Organizational program and human condition
      must change

              Example: Entering new market or acquisition


ABI    ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential   Page 11
The Game Changes as You Rise in the
Organization




                                                                    Corporate strategic
                                                                    thinking




        Expert tactical
        execution
ABI   ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential                         Page 12
Know Which Toolkit to Use

• Decisions change as move up the food chain
• Know what kind of decision
• Need to refresh toolkit




ABI   ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential   Page 13
Entering Requires Advanced Tools

•     See
•     Listen
•     Sort
•     Apply values




ABI    ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential   Page 14
See

                                                                    • Clear, factual, unbounded
                                                                       –   Reach outside own dataset
                                                                       –   Broaden what you know
                                                                       –   See what is today
                                                                       –   Inquire into what is possible
                                                                       –   Seek to know more, confirm,
                                                                           test ideas




ABI   ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential                                    Page 15
Listen

• Approach change with
  openness
      – The world keeps changing
      – Beliefs about world may be
        uncertain
• Change the way you
  listen
      – Become a generative
        listener




ABI   ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential   Page 16
Sort

                                                                    • Most decisions
                                                                       – Most of how we think is
                                                                         designed to work with
                                                                         complete information
                                                                       – Facts can be added, but not
                                                                         deleted
                                                                    • Strategic decisions
                                                                      involve incomplete or
                                                                      changing information
                                                                       – Embrace uncertainty and
                                                                         alternatives



ABI   ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential                                  Page 17
Values

                                                                    • EQ
                                                                    • Requires psychological
                                                                      and spiritual maturity
                                                                    • Have to give something
                                                                      up




ABI   ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential                              Page 18
Some Resources

•     A Whole New Mind by Daniel Pink
•     Six Hats by Edward DeBono
•     Faces of Innovation by Tom Kelly
•     Emotional Intelligence by Daniel Goldman
•     HBR: Managing Uncertainty




ABI    ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential   Page 19
Wrapping Up

•     Looking in to getting in
•     Dispel myths
•     Know what kind of decision needed
•     One final tip…
      – CEO business goals…




ABI    ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential   Page 20
Q&A
Win Markets
                                                                       Trusted Advisors to high-tech firms seeking
                                                                       to transform their visions into strategies,
                                                                       strategies into plans, and plans into results.



                                                                       Practices:

                                                                       Define / Design / Defend / Optimize




BAPTIE   ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential                                                    Page 22

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Getting Seat At The Table

  • 1. Seat at the Table Nilofer Merchant, CEO Prepared for ABI | October 2007 ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential
  • 2. About Rubicon • Help high tech organizations win markets through business and market strategy – Since 1999 – Practices: define, deliver, defend, optimize ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 2
  • 3. Looking In ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 3
  • 4. What to Expect Guide / • Common Beliefs / Reality 30 Min • Strategic Decision Framework 30 Min Q&A through-out ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 4
  • 5. Some thoughts about sucking up ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 5
  • 6. Common Beliefs or Top 10 Myths State • #10: Do more, get promoted • #9: It’s about who you know • #8: Prove I’m Smarter. Smarter = better. There’s got to be an answer • #7: • #6: Challenging the boss = bad idea Check • #5: No need to sell a good idea • #4: I won’t tell you bad news, cause it’ll hurt • #3: Down playing reality /positive news is crucial • #2: When everyone likes me, I’ll get promoted Think • #1: I know more; they know more ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential
  • 7. ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential
  • 8. two types What if there are of decisions, and I only see one? ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 8
  • 9. Great Tactics Take You Up the Ladder • Work hard, analyze data, formulate plan • Decision making based on expertise and data – Make decisions about stuff we know – Think about it – Devise a “strategy” for what to do ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 9
  • 10. Tactical Decisions • Means and ends known • Largely rational • Commitments = 1 year or less • Investments known • Made by people who want to get closure • Low barriers to action (money, resources) Example: Relationship marketing program ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 10
  • 11. Strategic Decisions • Means and ends must be discovered • Intuitive / holistic type decision • Discovery is transforming • Typically mired in adversity • Organizational program and human condition must change Example: Entering new market or acquisition ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 11
  • 12. The Game Changes as You Rise in the Organization Corporate strategic thinking Expert tactical execution ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 12
  • 13. Know Which Toolkit to Use • Decisions change as move up the food chain • Know what kind of decision • Need to refresh toolkit ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 13
  • 14. Entering Requires Advanced Tools • See • Listen • Sort • Apply values ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 14
  • 15. See • Clear, factual, unbounded – Reach outside own dataset – Broaden what you know – See what is today – Inquire into what is possible – Seek to know more, confirm, test ideas ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 15
  • 16. Listen • Approach change with openness – The world keeps changing – Beliefs about world may be uncertain • Change the way you listen – Become a generative listener ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 16
  • 17. Sort • Most decisions – Most of how we think is designed to work with complete information – Facts can be added, but not deleted • Strategic decisions involve incomplete or changing information – Embrace uncertainty and alternatives ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 17
  • 18. Values • EQ • Requires psychological and spiritual maturity • Have to give something up ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 18
  • 19. Some Resources • A Whole New Mind by Daniel Pink • Six Hats by Edward DeBono • Faces of Innovation by Tom Kelly • Emotional Intelligence by Daniel Goldman • HBR: Managing Uncertainty ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 19
  • 20. Wrapping Up • Looking in to getting in • Dispel myths • Know what kind of decision needed • One final tip… – CEO business goals… ABI ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 20
  • 21. Q&A
  • 22. Win Markets Trusted Advisors to high-tech firms seeking to transform their visions into strategies, strategies into plans, and plans into results. Practices: Define / Design / Defend / Optimize BAPTIE ©2007 Rubicon Consulting, Inc. | Proprietary & Confidential Page 22