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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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THINK DIFFERENTLY
A colleague worked an EWC process with a medium-sized financial services firm that “got it” when it came to these leverage points for change. The client tailored the EWC themselves and has achieved business excellence over the past three years despite a recessionary economy. They have won local awards as an employee-friendly company (cultural attunement) and marketplace visibility for their purple ATMs and highly profitable results (economic alignment). Further, they have a stellar public reputation for serving underserved markets (cultural attunement and contribution to society).
To structure shared core strategies that can function as the business glue, we recommend the following sequence of activities:
Activity #1: The CEO and senior management team meet as the Enterprise-
Wide Change Leadership Team. They develop the initial set of core change strategies.
Activity #2: Since these core change strategies may hit most employees
"where they live and work," use a large group parallel involvement process to gather feedback. This is an excellent way to develop shared key initiatives under the shared core strategies. To preserve senior management prerogative, we recommend that this be a participatory process only to develop an initial draft of three to five key initiatives under each strategy.
Activity #3: Next, there can be a final review and "cleanup" of the draft ini-
tiatives by senior management, since they are the people who ultimately will be held responsible for the change execution.
People support what they help create applies first and foremost to senior management. (See the format for the shared core strategies and key initiatives after the Chapter Recap.)
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Enterprise-Wide Change
Cascade #2: Department Change Plans (Work-Teams Ring)
In most of the organizations we have worked with over the past decade, each department set individual goals based on functional responsibilities. In every one of these organizations, silo departmental goal setting was eliminated in the first year of the Enterprise-Wide Change journey.
Instead, the core strategies of the Enterprise-Wide Change effort become a set of shared core strategies that every department and business unit adopts. In other words, all departments adopt the same set of strategies as their department goals for the next year, with three to four key initiatives under each core strategy as the guide to the specifics of their work plans.
The only real question left to answer for each department is, "What specific role will we play in supporting the shared core strategies and key initiatives?" Not whether they will support them, but how. Each unit looks at each core strategy and determines which key initiatives they will lead, which ones they must support, and which ones do not involve them.
The net result is that, in every case, cross-functional teamwork goes up, and conflict goes down. This is because potential conflict is no longer about what to do but about the lower-order question of work plans to achieve the desired results.
This is an example of the kind of synergy you can accomplish through the Systems Thinking Approach. One simple change in the structure of departmental goal-setting procedures increases system integration and interdependency, with far-reaching results. It may have been possible to achieve similar results through a disjointed group of individual change initiatives, but it's not likely—no more likely than randomly twisting a jumbled Rubik's Cube will result in a solved puzzle.
To accomplish this step in the cascade of change, we recommend the following two activities:
Activity #4: The different business units, divisions, and major departments
adopt the core strategies and key initiatives as their department goals for the next year. Unit/department heads (along with their teams) develop detailed work plans to support these strategies and initiatives. This is one place we recommend using a standard format. It gets everyone reading from the same sheet of music regarding the EWC.
Simplicity of Execution: Working In the Enterprise
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The Work Plan Format after the Chapter Recap has a column titled "Who Else to Involve." Since enterprises are a web of relationships, this involvement is key to a Systems Thinking Approach. Knowing whom to involve in any specific web of relationships for each key initiative is crucial to breaking down silos.
Activity #5: After unit work plans have been developed, they should be
shared with the same group of people who participated in Activity #2, Enterprise-Wide Department Change Plans. The goal of this activity is to build all the interpersonal linkages required to successfully execute the work plans.
Cascade #3: Large-Group EWC Cross-Functional Reviews (Between-Departments Ring)
The difference in this last activity is that it is accomplished through a large-group departmental review meeting, in which three or four unit executives lead a smaller cross-section subgroup (one-third of the total attendees) in a give-and-take review and critique of the unit's work plan. Each unit executive presents his or her work plan three times in succession, as each subgroup rotates to hear different presenters in a sequence of presentations. (See Figure 7.3.) This process creates greater interaction and more energy, commitment, understanding, buy-in, and teamwork to execute the Enterprise-Wide Change Plan.
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