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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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If our colleague had accepted the assignment operating at the product brand manager level, she certainly could have provided the requested service to the client. But it would have been the wrong service.
204
Enterprise-Wide Change
By taking a helicopter view of the product launch process, the consultant quickly discovered that there were other levels of systems (outside of the product manager's realm) that needed to be included in this review. They discovered that, although the organization had recently completed two organizational acquisitions, it had not yet streamlined its product launch process—resulting in overlaps and complexities in agency relationships and competition between brands from the two companies that had just been acquired.
To truly address the problems of the product launch, the consultant had to ensure that the sponsor for the project was senior enough to make decisions in his own area (marketing) and to effectively influence the decisions of the other senior stakeholders (in global manufacturing, supply chain, sales, quality assurance, warehousing, and distribution) in the matrix-based organization.
We have been using the word innovative when referring to these process and project teams for a reason. Any team that is not innovating and using proven best practices from Systems Thinking will not necessarily find the future-oriented solutions needed for EWC success.
The distinction between creativity and innovation is critical to understanding and ensuring the success of EWC. Andrew Papageorge is the creator of The Go-Innovate! System of Innovation (www.goinnovate.com). In his view, creativity is the starting point—the creation of new and useful ideas. But creativity alone won't do the trick. Enterprises need to ensure that they also have the content, process, structures, competencies, and resources in place to ensure that the new idea is translated into a tangible innovation that generates wealth.
Papageorge also says a new idea does not always have to be an original idea— it only has to be new to your particular situation. In a similar vein, he defines wealth in the context of what is valued by the individual, team, and enterprise sponsoring the innovation.
A simple A-B-C-D-E project management tool that can be used by each project team to assess its readiness and capacity for supporting creativity and innovation is in the chapter recap.
Our A-B-C-D-E Simplicity of Systems Thinking framework has been applied throughout this book as a macro Systems Thinking model. It is also an excellent framework for all teams, but especially for innovative process and project teams, as found in Haines (2003). Figure 7.5 is an example of the ABCs applied to project teams:
Simplicity of Execution: Working In the Enterprise
205
Figure 7.5. The ABCs of High-Performance Project/Process Teams
High-Performance Team Model
The Systems Thinking ApproachSM to Creating High-Performance Work Teams
D
Throughputs
INPUTS
Assessment and Strategies
Team Change Management Process
Structure/Roles
<?>> -Xv
Operational
Skills and
“TODAY”
Tasks/ I c I Competencies | ® | Relationships Priorities (Individual/
Team)
Team Procedures/Norms
Team Culture
Feedback
STAKEHOLDERS
Results and Measures Content/Process/Structure Team Learning
E
Future
Environmental
Scan
A
OUTPUTS
Shared Ideal Future/Goals
Vision
Mission
Values
“CUSTOMER
FOCUSED”
C
B
Table 7.1 provides a partial list (that keeps growing) of different ways to use the ABCs. We seem to be restricted only by the limits of our imagination when looking for ways in which the ABCs can be applied to all aspects of EWC.
206 Enterprise-Wide Change
Table 7.1. Some Uses of the A-B-C-D-E Simplicity-of-Thinking Framework
Ten ABCs Applications
1. Team effectiveness
2. Leadership development system
3. Strategic HR management
4. Creating the learning organization
5. Innovation as a specific cultural change
6. Reorganizations and redesigns of organizations
7. Cultural change
8. Becoming more customer-or market-focused
9. Large-scale process improvement changes
10. Strategic planning
One Key Purpose
To comprehensively focus on all aspects of teams to dramatically enhance their outcomesand effectiveness
To enhance leadership roles and competencies as a competitive business edge
To create the “people edge”
To use systems thinking framework and concepts, including environmental scanning, clarity of outcomes, and regular feedback
To meet the need for flexibility, adaptability, empowerment, and agility as key success values and variables
To ensure watertight integrity and business excellence
To base organizational core values in balance with alignment and attunement
To improve the enterprise's positioning
To improve processes through TQM, Six Sigma, and reengineering efforts
To develop a strategic planning process for an entire organization followed by an Enterprise-Wide Change journey
^ THINK DI FFERENTLY
Just forming groups of people does not create effective teams. It takes systematic work on the part of the team.
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