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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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Entropy is natural and normal, and is to be expected. Without mid-course change reviews, no complex or multi-year EWC efforts we have seen have achieved superior results.
On the other hand, when regular mid-course follow-up review sessions are conducted, we can almost guarantee that the desired changes will occur.
What you focus on gets done. What you ignore sends a message to others that it is not important and/or you were never serious about the change.
^ THINK D I FFERENTLY
In working on Enterprise-Wide Change in a large automotive company division in the Midwest, a consultant completed phases E-A-B-C (Clarity of Purpose) quite well. However, the company had a corporate-directed implementation plan and assumed responsibility for that phase themselves with no regular EWC review and update planned.
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Fifteen months later, the division called the consultants back in to help clean up the mess that had been made by the corporate-directed, one-size-fits-all implementation. It didn't fit this situation, especially with the deterioration of union-management relations and wildcat strikes.
Enterprise-Wide Change, almost without exception, fails when each module is worked separately, with different consultants and different frameworks. Whenever we bring up this point among our external consultant colleagues, they nod their heads in vigorous recognition.
Reasons to conduct an EWC Review include:
• To conduct a candid assessment of the degree of acceptance and integration of your EWC within the organization
• To revisit your Ideal Future Vision and test its validity
• To identify why those aspects of your Game Plan have been successful or have not been successfully executed and why
• To review the achievement of your key success measures/positioning
• To assess the legitimacy and continued relevance of your core EWC strategies
• To modify the next phase of your EWC Game Plan:
• Carry over outstanding key initiatives from Year One
• Bring forward and reschedule ideas from Years Two and Three, based on your progress to date
• To get an indication as to your success in establishing the rhythm of your Systems Thinking Approach to EWC
• To recognize, acknowledge, and thank EWC supporters
• To take the opportunity for a booster shot as you renew and recharge employee motivation
Sustaining Excellence: After one year of any major Enterprise-Wide Change effort, there is a massive tendency for the energy to dissipate. The wonderful Game Plan starts running down and often is ignored. Achieving major, large-scale or complex change is thus very difficult, with a low probability of success (see Figure 9.2). Complete the short exercise in Table 9.2 to check your own journey.
Sustain Business Excellence Table 9.2. Exercise
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What is your Enterprise-Wide Change journey pathway? (check one)
□ 1. Incompetence with no execution
□ 2. Unplanned or poorly controlled, executed, and followed up
□ 3. Normal, fragmented analytic and piecemeal approach
□ 4. Make a serious effort for one year
□ 5. Well-planned and well-executed over multiple years
4. “Hang-In” Point (Persevere)
Reverse the Entropy! Give booster shots/rockets—like the space shuttle's. It is the only way to get into orbit.
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Questions to Ponder
• Does your organization have a Change Leadership Team and PMO— led by top executives—to guide the annual review and update of your EWC?
• Do you have a skilled PMO and internal support staff to facilitate your change process and annual update?
• Have you created a map for the next year showing a specific implementation plan, and have you allocated the proper resources for it?
• Are you continually tracking progress on your key success measures?
• Is your organization firmly committed to an annual Enterprise-Wide Change Review?
Sustain Business Excellence
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Annual Review of Organizational Capacity
The change from the current state to the future state has traditionally been underestimated, understaffed, and inadequately addressed.
Bill Veltrop
The Iceberg Theory of Change (Figure 9.3) is definitely not a true theory, but a model, a practical guide to EWC as you look at its components. The five components below the surface (Processes, Structure, Culture/Commitment, Competencies, and Resources) represent areas of the enterprise's capacity that must be present to undertake, build, and sustain the results you want to achieve. Without them your probability of failure is 75 percent in EWC, as you must persevere through the natural cascade of change on a level-by-level and unit-by-unit basis. The Capacity Assessment at the end of this chapter must be part of the annual EWC review.
Figure 9.3. The Iceberg Theory of Change
Content — Process — Structure
Efforts:
1. \ “Alignment”-Operational Tasks
CONTENT\ (Customer Edge)
What \ • Customer Results (Visible) \ • Delivery Processes
Attunement”-with People's Hearts (People Edge)
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