1

Mrs. Nili Goldfein, DOOR International Design CenterMrs. Chen Dekel Cohen, Europe Management and Leadership Development, Intel Mrs. Nili Goldfein, DOOR International Design CenterMrs. Chen Dekel Cohen, Europe Management and Leadership Development, Intel

Managing Complexity in Times of ChangeManaging Complexity in Times of Change

2

John F. KennedyJohn F. Kennedy

“Change is the law of life. And those who look only to the past or present are certain to miss the future”

“Change is the law of life. And those who look only to the past or present are certain to miss the future”

Welcome to the World of Science Fiction Welcome to the World of Science Fiction

Ender's Game Speaker for the Dead Xenocide Children of the Mind Ender's Shadow Series

“ If you are going to ask the same old questions; you will get the same old

answers "

“If you are going to ask the same old questions; you will get the same old

answers "AnonymousAnonymous

Orson Scott Card Orson Scott Card

3

4

TABLE OF CONTENTSTABLE OF CONTENTS

I. Enviroment - Chaos and Order, Order and ChaosI. Enviroment - Chaos and Order, Order and Chaos

II. Organizations - Managing ComplexityII. Organizations - Managing Complexity

III. - Walk the TalkIII. - Walk the Talk

IV. Take Away - “So what is the bottom line “???IV. Take Away - “So what is the bottom line “???

Crisis and RecessionCrisis and Recession

EquilibriumEquilibrium

The Butterfly Effect

The Fractal Effect The New Science of the Net

Chaos within Order Order within Chaos

PASTPASTThe Chaos TheoryThe Chaos Theory

5

The Global Context- Paradigm ShiftThe Global Context- Paradigm Shift

Mindset - Multi-National vs. Global

Global Economy - Free Trade in a Free Market

Technology - Redefining Time and Space

Knowledge - The New Growth Engine for Organizations

Absence of Physical Borders – Only One Playground

PRESENTPRESENT

6

The 21st CenturyThe 21st Century

The Web Revolution Collective intelligence Long tail organizations The “Prosumer”

The World is Flat A New Frame to Knowledge: Creating,

Sharing, Using

Restructuring Our Being

FUTUREFUTURE

7

8

“If you are not going to ride the wave of change, you can find yourself beneath it”“If you are not going to ride the wave of change, you can find yourself beneath it”

The Traditional Paradox of ManagementThe Traditional Paradox of Management

AnonymousAnonymous

The

New

Wav

eTh

e N

ew W

ave

9

Organizations in ActionOrganizations in Action

Learning circles, Knowledge Sharing Adopting learning abilities and the willingness to change Looking up to leaders (as a leading team) Open, multi-channeled communication Focusing on influence rather than authority

Long term vision – short term work plans Managing the world by “business logic” Focusing on the "big picture"

Role description – change "on the fly“ Constant re-structuring Matrix, flexibility, virtual

StrategyStrategy

InfrastructureInfrastructure

PeoplePeople

המצגת של חןהמצגת של חן

10

Intel’s Leadership Legacy…

“The fundamental rule in technology says whatever can be done will be done.”

-Andy Grove

“Our goal: Be the building-block supplier to the Internet economy.”

-Craig Berrett

“Eventually we will blanket the globe in wireless broadband connectivity”

-Paul Otellini

40 years of leading technical innovation - changing the world every day.

11

Leadership: How Intel, Microsoft and Cisco Drive Industry Innovation - Ralph Katz Book Review

Leadership: How Intel, Microsoft and Cisco Drive Industry Innovation - Ralph Katz Book Review

What makes for a platform leader? An organization becomes a platform leader when its‘ product or service offerings become the foundation on which other companies build their new products or market their new services

1. Scope of the Firm: This lever addresses what the firm needs to consider for deciding what it wants to do inside and what it wants to encourage others to do outside. Link to Intel mission (slide 4) and slide 7

1. Scope of the Firm: This lever addresses what the firm needs to consider for deciding what it wants to do inside and what it wants to encourage others to do outside. Link to Intel mission (slide 4) and slide 7

2. Product Technology: This lever deals with decisions that platform leaders need to make with regard to the architecture of their product and the broader platform.

How much modularization should there be in the design? How much information should they disclose about interfaces or subsystem interdependencies? Should they make licenses easily available or is patent and intellectual protection necessary?

2. Product Technology: This lever deals with decisions that platform leaders need to make with regard to the architecture of their product and the broader platform.

How much modularization should there be in the design? How much information should they disclose about interfaces or subsystem interdependencies? Should they make licenses easily available or is patent and intellectual protection necessary?

3. Relationships with External Complementors:

This lever focuses on how collaborative and how open platform leaders need to be with other key players and/or potential competitors within the industry

3. Relationships with External Complementors:

This lever focuses on how collaborative and how open platform leaders need to be with other key players and/or potential competitors within the industry

4. Internal Organization: This lever is important for helping platform leaders decide how to use their internal organizational structures and processes to manage external and internal conflicts of interest and priorities more effectively. Link to slide 3 & 6 the structure & announcement and than 8

4. Internal Organization: This lever is important for helping platform leaders decide how to use their internal organizational structures and processes to manage external and internal conflicts of interest and priorities more effectively. Link to slide 3 & 6 the structure & announcement and than 8

PlatformLeader

PlatformLeader

12

Intel's MissionDelight our customers, employees and shareholders by

relentlessly delivering the platform and technology advancements that become essential to the way we work and live

13

Intel’s Global Operations

UtahDevelopmentCenter

New MexicoFabrication

MalaysiaAssembly/Test

GermanyDesign CenterSales & Marketing

United KingdomTestSales & Marketing

IrelandFabricationSystems

OregonDesign CenterFabricationSystemsCalifornia

Design CenterFabricationSales & Marketing

ArizonaDesign CenterFabricationAssembly/Test

WashingtonSystemsManufacturing

Hong KongSales & Marketing

JapanSales & Marketing

PhilippinesAssembly/Test

PRCAssembly/TestSW Design CenterSales & Marketing

RussiaDesign CenterSales & Marketing

Costa RicaAssembly/Test`

MassachusettsFabrication

IndiaDesign Center

How do you enable effective collaboration?

14

Intel Corporation today (2006)

announced a broad reorganization

bringing all major product groups in

line with the company’s strategy to

drive development of complete

technology platforms based on Intel

ingredients

11Intel first provided customers with full sets of

technology ingredients -such as

microprocessors, chipsets, communications

chips, base software capabilities, and other

enabling tools that work together as a platform

to improve the way technology is used -

with the 2003 introduction of Intel®

Centrino™ mobile technology.

22

"Each operating unit has the autonomy

to allocate computing and communications resources to be

successful, making Intel's entire

structure consistent with our platform

products strategy."

33

Otellini is tossing out the old model".

"Instead of remaining focused on PCs, he's pushing Intel to play a key technological role in a half-dozen fields, including consumer electronics, wireless

communications, and health care".

"And rather than just microprocessors, he wants Intel to create all kinds of chips, as well as software,and then meld them together into what he calls "platforms."

"This is the right thing for our company, and to some extent the industry," he says. "All of us want [technology] to be more powerful and to be simpler, to do stuff for us without us having to think about it."

2006

16

Business Units

DIGITALHOME

DIGITALHEALTH

DIGITALENTERPRISE MOBILITY SOFTWARE

17

Netbooks/Nettops

NAND

VisualComputing

EmbeddedHealth

Handhelds

ConsumerElectronics

WiMAX

IAIA

DesktopDesktopNotebookNotebook

ServerServer

Intel EmployeesIntel Employees

Silicon Technology | iA Platform Architecture | Market CreationSilicon Technology | iA Platform Architecture | Market Creation

What We Do

18

“The ingredient we start with is sand.Everything else is value added by people.”

Andy BryantChief Administrative Officer

19

20

“Out of intense complexities intense simplicities emerge”

“Out of intense complexities intense simplicities emerge”

Winstone ChurchilWinstone Churchil

What kind of people are we looking for?What kind of people are we looking for?

IQ – Intelligence

Quotient

SQ -Spiritual Quotient

EQ – Emotional Quotient

The new tool box The new tool box

21

What Kind of People are we Looking For?What Kind of People are we Looking For?

What Kind Of People Are We Looking For?• "New Adopters"• ‘Real Time’ Self Learning Abilities• "Out of the Box" Way of Thinking• Speed

What Kind Of People Are We Looking For?• "New Adopters"• ‘Real Time’ Self Learning Abilities• "Out of the Box" Way of Thinking• Speed

The New Tool Box• ZBB- Focus on Business Results• High Awareness to all kinds of Surroundings• Rapid Decision Making• Creative Thinking Patterns

The New Tool Box• ZBB- Focus on Business Results• High Awareness to all kinds of Surroundings• Rapid Decision Making• Creative Thinking Patterns

The New Tool Box The New Tool Box

IQ – Intelligence

Quotient

22

What Kind of People Are we Looking For?What Kind of People Are we Looking For?

EQ – Emotional Quotient

The New Tool Box The New Tool Box

What Kind of People are we Looking For?• Challenging Their Own Psychological Borders• Ability to Contain Chaos and Constant Change• Work with Partners of All Kinds• !Sense & Sensitivity

What Kind of People are we Looking For?• Challenging Their Own Psychological Borders• Ability to Contain Chaos and Constant Change• Work with Partners of All Kinds• Sense & Sensitivity!

The New Tool Box• Self Awareness• Team Work• Communication Skills• Receiving and Giving Constructive Feedbacks (and

Do Something With It…)• Influence Skills

The New Tool Box• Self Awareness• Team Work• Communication Skills• Receiving and Giving Constructive Feedbacks (and

Do Something With It…)• Influence Skills23

What Kind of People Are we Looking For?What Kind of People Are we Looking For?The New Tool Box The New Tool Box

SQ -Spiritual Quotient

What Kind of People Are we Looking For?• Respect for Diversity• Global Mindset• Brave Heart

What Kind of People Are we Looking For?• Respect for Diversity• Global Mindset• Brave Heart

The New Tool Box• Maintain Organizational Vision & Values• Preserve Personal Vision & Values• Take Social Responsibility

The New Tool Box• Maintain Organizational Vision & Values• Preserve Personal Vision & Values• Take Social Responsibility

24

25

Bhagwan Shree RanjeeshBhagwan Shree Ranjeesh

“Each living thing is an organism. Each dead thing is an organization”“Each living thing is an organism. Each dead thing is an organization”

26

CRISIS = Wei JiCRISIS = Wei Ji

Wei Ji Wei Ji

27

The eagle has the longest life-span of its’ species

28

But to reach this age, the eagle must make a hard decision.

It can live up to 70 years

29

Its’ long and flexible talons can no longer grab prey which serves as food

In its’ 40’s

30

Its’ long and sharp beak becomes bent

31

Its’ old-aged and heavy wings, due to their thick feathers,

become stuck to its’ chest and make it difficult to fly.

32

Then, the eagle is left with only two options: die or go through a painful process of change which lasts 150 days.

33

The process requires that the eagle fly to a mountain top and sit on its’ nest.

34

There the eagle knocks its’ beak against a rock until it plucks it out.

35

After plucking it out, the eagle will wait for a new beak to grow back and then After plucking it out, the eagle will wait for a new beak to grow back and then it will pluck out its’ talons.it will pluck out its’ talons.

36

When its’ new talons grow back, When its’ new talons grow back, the eagle starts plucking its’ old-the eagle starts plucking its’ old-

aged feathers.aged feathers.

37

30 more years

And after five months, the eagle takes its’ famous flight of rebirth and lives for

38

Why is Change Needed?Why is Change Needed?

Many times, in order to survive ,we have to start a process of change We sometimes need to get rid of old memories, habits and other past

traditions Only when freed from past burdens, can we take advantage of the

present

39

“When it comes to the future, there are 3 kinds of people: those who let it happen, those who make it happen, and those who wonder what happened”

“When it comes to the future, there are 3 kinds of people: those who let it happen, those who make it happen, and those who wonder what happened”

40

John M. RichardsonJohn M. Richardson