Stretch Mode

1. When do we shift to this mode?
   • When we are driven by aspiration to do better with a well-defined stretch target
   • When the outcome requirement is more than the current benchmark
   • When it becomes a high priority assignment for the organization
   • When we want to extract higher output from same resources
   • To break our boundaries / break records / be world class / become leaders

2. Why is this mode important?
   • The goal of a stretch mode is to meet external targets, but equally important, to improve the “state of the art” within E&P in terms of output and methods. It is not just about working harder or increasing resources, but changing the HOW.
   • In Stretch Mode, the ‘how’ has to transform. The normal response means putting more resources or working hard. This is a linear way of approaching the problem. If with the old method you reached 100, but you want to reach 170, then you have to change your method assuming that your resources are the same. Therefore, in stretch mode it is critical that you transform the how.
   • Stretch is viewed in terms of more project output, but it also has to be viewed in terms of change in capability. The outcome of stretch is that there should be a shift in capability. Stretch mode implies human beings are expandable in their capacities & thinking.
   • Succeeding in stretch mode improves collective self-esteem and invigorates you. In stretch, high performers shine. The better your team becomes, the more you can go into stretch mode.
   • Today’s stretch mode should become tomorrow’s cruise mode for that particular project once it enters the realm of known knowledge.

3. What kind of work methods are to be used for this mode?
   • Review everything you are doing and re-assess assumptions, methods. This involves re-thinking the how of what we are doing, question everything so there will not be any surprises later and build new models of working constantly.
   • Stretch Mode requires new work configurations – organize into multiple design teams, each mandated for finding new answers (cross-functional collaborative design teams).
   • Create opportunities for co-creating new answers with stakeholder partners.
   • There need to be reviews with people to re-design their work style & improve the work methods of individuals (how I can achieve more in a day). Every single person is challenged every day.
   • There needs to be Quick cycle time between thought and action – there needs to be rapid prototyping of ideas. If you have come up with good enough methods, then your stretch mode will morph into cruise mode.
   • Strong sharing of purpose & priorities with team and stakeholders continuously.

4. What are the expectations of leaders in this mode?
   • Aspiration to push limits
   • High technical competence
   • Belief and commitment to change work methods and find new ‘hows’
   • Avoid flogging team members (that is not stretch, but work hard mode)
   • Challenging each group in finding new answers

5. What kind of team members do you need?
   • Willingness to commit themselves to a goal
   • Strong solutioning competencies
   • Strong outcome orientation
   • Willingness to “own” the challenge (not just follow the leader)

6. What kind of team environment should we create?
   • Acceptance and ownership of stretch target
   • Experimental teams with tolerance for failure
   • High responsiveness

7. What kind of measures & milestones do you have?
   • Project Measures – Achieving the stretch project target
   • Mode Measures – KPI will include both ‘how’ contribution and project deliverables. Example of ‘how’ contribution – Reinvented a new method over a two week period – which led to saving ‘x’ amount of time and resources

8. Risks

Stretch in one direction starts giving diminishing returns. Then we need to shift the dimension of stretch. Creative thinking is needed for that.

9. Stretch mode implies human beings are expandable in their capacities, thinking. While process mode implies that human beings are essentially frozen resources.

Process mode is derived from an industrial era. Stretch mode is designed from an era when you are imagining that human beings are essentially expanding.

When people approach a stretch target with a frozen view of themselves, and a frozen view of the process, then stretch can never be met. It can only be met when your view of yourself is expandable and your view of the method of working is that it is
re-designable. Only when these 2 multiply, can stretch be achieved.

Human beings are genetically geared for evolution – proof in evolution of the brain and evolution from a forager, hunter to cultivator, etc.

10. Stretch mode is more connected to evolutionary behavior, rather than improvement behavior.

Improvement is about improving resources, things – reallocation, recasting, etc. Evolutionary behavior is, you change as a human being at the end of that encounter.

Stretch mode should be used well and should not get wasted by seeing that as the target mode.