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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. Copyright © 2005 by John Wiley & Sons, Inc. Reproduced by permission of Pfeiffer, an Imprint of Wiley, www.pfeiffer.com
Simplicity of Execution
Working In the Enterprise
71
Chapter Purposes
• To cascade the Enterprise-Wide Change journey throughout the organization—go to work in the enterprise—through some key systems principles in the Simplicity of Execution
• To use the Systems Thinking Approach to develop shared and integrated core strategies, key initiatives, work plans, accountability, and rewards to engage the entire enterprise and all its employees
Enterprise-Wide Change Goal #2: Ensure Simplicity of Execution to Achieve Desired Results
7
D
Strategies
Actions
187
188
Enterprise-Wide Change
The ABCs of Enterprise-Wide Change
The Systems Thinking Approach
Goal #3: Sustain Business Excellence
Goal #2: Simplicity of Execution
/ ' / '
D A
Actions / The Change \ Positioning
Level -Level / 1 Journey \ Values
Level-by-Level Unit-by-Unit
Goal #1: Clarity of Purpose
/ / '
C B
Assessment X Measures
Strategies Goals
Result:
Business Excellence and Superior Results!
Chapter Context
Simplicity. The trouble with so many of us is that we underestimate the power of simplicity. We have a tendency to overcomplicate our lives and forget what's important and what's not. We tend to focus on activities instead of results.
Robert Stuberg
Simplicity of Execution: Working In the Enterprise
189
In the Systems Thinking concept and model described in Chapter Two, Phase D is the inner workings of the system or enterprise. This is where change gets messy, complex, and over-complicated. However, now we need to go to work in the enterprise, as opposed to the earlier work on the enterprise (clarity of purpose). There is no getting around this complexity. What helps is to find simplicity on the far side of complexity. What are some simple principles for the complex cascade of EWC? This chapter presents some of the answers to this question.
Second, so that you can understand Phase D: The enterprise's inner workings, this chapter shows how the Seven Levels of Living Systems can be applied to enterprises as the Seven Natural Rings of Reality. This second concept of Systems Thinking is repeated here for emphasis and will be used in the next two chapters. It is the concept of systems within systems, much like the earlier example of the Russian stacking dolls.
This means that you don't just implement change at a macro level. Executives and managers must lead the EWC execution at all levels in all departments, in all units, and in all locations. To reemphasize the point, see Figure 7.1.
Figure 7.1. The Seven Natural Rings of Reality
'0rnmunity/s°
Environment Includes:
• Other people/groups
• Other organizations
• Customers/competitors
• Society/community
• Regions/earth
Increased Readiness:
• Complexity/chaos
• Readiness/willingness
• Skills/competencies growth
Note: Rings 3-4-5-6 are four of the “Seven Levels of Living Systems”
Rings 3A-4A-5A are “Collisions of Systems” with other systems
190
Enterprise-Wide Change
The Seven Natural Rings of Reality deal with the cascade of the clarity of purpose and Enterprise-Wide Change strategies from the total-enterprise ring to the business units (cross-functional) ring to the department and work team ring to each employee (self) ring.
Executing change by driving clarity of the strategies, the key initiatives, the work plans, and the accountability and rewards to all rings dramatically increases the probability of success in a total Enterprise-Wide Change journey.
Many TQM processes in the past failed for just that reason. TQM projects sometimes had a group of highly skilled quality experts trying to change the entire organization by themselves. It didn't work, as they did not take the size and scale of the entire enterprise and all of its people and complexity into account. They did not employ a totally integrated systems solution. The TQM projects that were successful, such as those at GE, did go to the enterprise-wide scale.
This type of failure is a classic analytical approach to a systems problem that requires a systems solution. Simplicity comes from clear tasks and goals with clear accountability and rewards working in the enterprise. This chapter explains how to create this.
In summary, simplicity of execution comes from having one to three simple frameworks to use as tools and signposts along the way so you can find your way through the complexity of the changing enterprise to its fundamental simplicity.
In this book, the macro framework we use is the A-B-C-D-E Systems Thinking framework (Systems Concept #3 in Chapter Three).
In this chapter, we are working on Phase D, the inner workings of the A-B-C-D-E System to reveal all its subsystems and levels. In order to visually understand this relationship, look at Figure 7.2.
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