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Enterprise wide change superiror results through systems thinking - William J.

William J. Enterprise wide change superiror results through systems thinking - Wiley publishing , 2005. - 353 p.
ISBN: 0-7879-7146-4
Download (direct link): enterprisewidechangesuperi2005.pdf
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Enterprise-Wide Change
to Phase D of the Systems Thinking Model. The Strategic Thinking question it asks is, "How do we go from today (Phase C) to the future (Phase A) in a complete, holistic way?"
The answer is contained in the throughputs of the system—the inner workings and relationships of the enterprise (Phase D). The problem is how to describe the organization in a simple, understandable, yet comprehensive way so the description can be utilized as an assessment tool and guide throughout the EWC process.
Questions to Ponder
• What is your mental map of your organization as a system? Do others agree with you?
• What can you predict as the consequences of differing mental maps?
• Do you start your Enterprise-Wide Change process at Phase C or Phase A? Why? How does it work for you?
Some more questions to consider: How would you describe the way your enterprise functions? What are the key components that make up your mental map of an organization? Is it more than the organizational chart? If so, how would you describe it so you could use it to assess and guide your Enterprise-Wide Change effort?
To answer these questions, we often take senior management and change consultants as a team through the following steps:
Assessing the Enterprise as a Living System
Step #1: What are the parts or elements of the ABCs of Phase D, The System (or, more accurately, the organization as a system)?
Step # 2: Brainstorm a list of all the organizational parts, terms, elements, phrases, and functions you can think of (try for thirty to start).
Here are three elements to get you going:
1. Finance 2. Promotions 3. Managers
4. 5. 6.
7. 8. 9.
10. 11. 12.
13. 14. 15.
16. 17. 18.
19. 20. 21.
22. 23. 24.
25. 26. 27.
28. 29. 30.
Enterprise-Wide Change. Copyright © 2005 by John Wiley & Sons, Inc. Reproduced by permission of Pfeiffer, an Imprint of Wiley.
Enterprise-Wide Change
If you ask the Players of Change to complete this exercise, it's likely to reveal that each key player probably has a unique (and different) mental map of the enterprise. This is a good way to illustrate the difficulty executives and change consultants have when they approach the complexity of organizations from significantly different points of view.
Major System (Enterprise) Components
The question is how to describe the inner workings of Phase D, the system, in a simplified way, despite the thirty or so complex elements people have listed in the exercise. How would they "chunk" these words and terms into the major enterprise components so they have a common language to think, to act, and to achieve superior results? Most of us would naturally use the organizational chart as the "chunks." However, it is usually created by function and misses the horizontal integration needed to serve the customer and achieve business excellence and superior results year after year.
From a Systems Thinking perspective, a mental map of an enterprise as a living system begins with Phase A, the Star Positioning Model and the Quadruple Bottom Line, as the measurement of the desired outcomes/results you want to achieve (Phase B). The ABCs Enterprise-Wide Change Model might look like Figure 6.1, in simplified form:
Figure 6.1. The Enterprise as a Living System
Assessing the Enterprise as a Living System
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A New Enterprise-Wide Assessment Mental Map: A Business Excellence Architecture
In 1999, three organizations researched and worked in partnership for over two years to find a better way to describe an enterprise as a system. They were (1) Carla Carter & Associates of Phoenix, Arizona, using the Baldrige Quality Award Criteria for Performance Excellence; (2) TWOAI (The Coaches) of San Diego, California; and (3) the Centre for Strategic Management.
As a group, we researched and built a comprehensive Enterprise-Wide Assessment as a best practices organizational map as well as an associated Enterprise-Wide Assessment Tool. We also used a Baldrige questionnaire from the National Institute of Standards and Technology (, which you can download and use free of charge.
The short form of this assessment is at the end of this chapter, focusing on critical parts of the organization which need to fit, align, and be integrated to create customer value and superior results. These components also seem to be the natural way that executives think when they focus on change projects.
The Enterprise-Wide Assessment consists of eight modules designed to simplify your list of organization parts (from the previous exercise) into a simple yet comprehensive mental map. If these don't work for you, what is your model?
The eight modules—Building a Culture of Performance Excellence, Reinventing Strategic Planning, Leading Enterprise-Wide Change, Creating the People Edge, Achieving Leadership Excellence, Becoming Customer-Focused, Aligning Delivery, Creating Customer Value—are shown in Figure 6.2.
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