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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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The eight modules of Enterprise-Wide Assessment are a valuable assessment, guide, and resource for achieving business excellence and superior results. Failure to focus on and fully install strategies in any one of these modules generally results in poor vital signs and predictable failures in the areas shown in Table 6.1.
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Enterprise-Wide Change
Table 6.1. Predictable Failures from a Poor Mental Map
Enterprise-Wide Predictable Failure Issues Created with
Assessment Modules Lack of Excellence in Module Performance
Module #1:
Building a Culture of Bureaucracy and Mediocrity
Performance Excellence
Module #2:
Reinventing Strategic Planning Conflict Among Goals and Priorities
Module #3:
Leading Enterprise-Wide Change Stagnation of Business
Module #4:
Creating the People Edge Adversarial We-They Relationships
Module #5:
Achieving Leadership Excellence Incompetent Leadership
Module #6:
Becoming Customer-Focused Poor Service Quality
Module #7:
Aligning Delivery Fragmentation and Poor Delivery
Module #8:
Creating Customer Value Survival and Confusion
We frequently talk about unintended consequences and side effects as if they were a necessary reality. Not so. In reality, there are no unintended or side effects, just effects and consequences.
When we take action, there are various effects:
• The effects we thought of in advance, or were beneficial, we call these the main or intended effects.
• The effects we did not anticipate, the effects that harm the system, are the ones we claim to be side effects (or unintended consequences).
Side effects are not a feature of reality but a sign that our understanding of the system is narrow and flawed.
Assessing the Enterprise as a Living System
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To avoid resistance and side effects and to find high leverage points requires us to expand the boundaries of our mental maps. We must become aware of and understand the implications of the unintended consequences created by the decisions we make. We must learn about the structure and dynamics of the increasingly complex systems in which we are embedded. Use the Enterprise-Wide Assessment to keep checking vital signs and ensure minimal side effects and unintended consequences.
What is your mental map of your enterprise as a system?
The systematic application of this model can expertly guide you along this journey of EWC to creating customer value. Start wherever you want and with whichever of the eight modules you wish. The key, as always in Systems Thinking, is to focus not only on parts, but also on the relationships, fit, and integration of the eight modules over time to achieve superior results.
Uses of the Enterprise-Wide Assessment
Ways to use the framework and Enterprise-Wide Assessment are many and include
• As a common tool to assess effectiveness in achieving fit and integration to both your marketplace positioning and your desired internal culture
• To structure the right questions to ask in making decisions about Enterprise-Wide Change
• To provide a common framework for thinking, communicating, and working together on EWC
• To heighten awareness, sensitivity, and understanding of how an organization works and on how the parts fit together in support of customers
• To create one roadmap through the organizational complexity for change leaders
• To eliminate mental map biases and mismatches across the management team
• To help narrow the scope and set priorities on areas needing improvement
• To diagnose root causes and solutions more effectively in organizations
• To clarify linkages where one part affects all others
• To help ensure that enterprise-level strategies and actions are based on a systems diagnosis
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Enterprise-Wide Change
Questions to Ponder
• Do these eight modules make sense to you? Why or why not?
• Are there any missing modules? What are they?
• What other books would you recommend reading on each of the modules?
Developing and Implementing an Enterprise as a System Framework
Option #1 Visit the NIST website and download their free Baldrige Survey (www.quality.nist.gov).
Option #2 Build your own mental model and gain acceptance among
senior management for any complex and strategic change effort. Remember, "People support what they help create."
Option #3 Use the short assessment form at the end of this chapter
developed by the Centre and Carla Carter Associates for less complex organizations.
► COMPREHENSIVE CASE STUDY
East Coast Federal Credit Union Enterprise-Wide Change: Part 3
Activity #1. In this case, assessment is an ongoing process. The Short-Form Enterprise-Wide Assessment was conducted after reaching clarity of purpose (described in Chapter Five). Keeping this Enterprise as a System framework in senior management's minds was crucial in deliberations with the board.
It was, however, unrealistic to expect the board members (mostly retired executives) to fully understand the framework and realign their thinking. Their analytic bias was a real problem. They were not holistic thinkers as senior management was. Thus, the first type of failure—a piecemeal approach to EWC—was a constant struggle. The change, however, did slowly move in the right direction.
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