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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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• Support Content
• Rollercoaster Uses Strategic Change Processes
“Systems Thinking” (Strategic Edge) Change Structures Organizational Capabilities Culture
260
Enterprise-Wide Change
Capacity is the ability to grasp something new, absorb it, hold onto, and retain it over time (like a vessel that carries water). It is the sustained ability to do something effectively over time.
This vessel can be seen in two ways: It could be seen as a wishing well that is empty or only partly full of water. On the other hand, it could be seen as an operating well that is full to the brim with an underground spring filling it and with the capacity to provide water over the long-term.
Five Organizational Capacity Components
The five components shown in the iceberg model in Figure 9.3 of this operating well are
1. Demonstrated commitment by the collective leadership team to the longterm cultural change required for the EWC process to succeed (foundation of the iceberg). It includes both buy-in and staying power over the long term.
2. Effective organizational change processes to facilitate a successful EWC process.
3. Effective organizational change infrastructures in place to guide the EWC.
4. High-level individual competencies to lead the EWC effort effectively.
5. Adequate resources devoted exclusively to EWC.
Let's examine these one at a time, building on what we have said previously.
#1 Organizational Capacity: Demonstrated Commitment to Cultural Change
It should be pretty obvious by now that the demonstrated understanding and longterm commitment by the CEO, senior management, and the board of directors is the foundation for success. However, building a critical mass of employees in support of the EWC is also critical. This is required to effect culture change.
It can take a long time to build the critical mass needed for large-scale Enterprise-Wide Change. Check-ups, follow-ups, and booster shots are the keys to sustained success. Otherwise the leaders never get the silent majority and skeptics on board (see Figure 9.4).
Once the change has started, several approaches can be used to build buy-in and maintain stay-in over the long term. This is key to success, as the top 20 percent of the change implementers (scouts and pioneers) usually have buy-in and stay-in naturally, yet the cynics never will.
Sustain Business Excellence
Figure 9.4. The Bell Curve of Buy-In and Stay-In
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Ways to Develop Buy-In and Stay-In
• Modify the drafts of the Game Plan: Listen, share, and gain feedback from those affected.
• Continue to hold meetings with key stakeholders throughout execution.
• Develop trust in leadership by keeping the Change Leadership Team open to dialogue and two-way communication.
• Involve skeptics and listen to them every day.
• Encourage constructive questions and challenges.
• Create updates after each Enterprise-Wide Change Leadership Team meeting and ask for feedback.
• Use process and project teams as change leaders and change consultants for each major initiative.
• Review reward systems and the performance appraisal form to reinforce the new core values and core strategies of the Enterprise-Wide Change effort.
• Have each person answer the question, "What's in It for Me?" (WIIFM)— keep looking at the political and cultural issues with the desired changes.
#2 Organizational Capacity: Effective Organizational Change Processes
We have covered a number of change processes already in this book, including the Parallel Involvement Process and the Rollercoaster of Change Process and its waves of change.
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Enterprise-Wide Change
In addition, the EWC requires support and reinforcement through the organization's recognition and rewards policies and practices.
Another effective change process is providing strategic communications on an ongoing basis about the EWC using the single-sheet-of-paper idea explored earlier. Management providing the organization with open, face-to-face and honest communication and sharing and exchanging information on a timely basis is crucial to offsetting the rumor mill.
Last, the process of transferring knowledge and learning across and down the organization is crucial to build the workforce competencies to succeed in the desired future vision.
Note: For more information on the learning organization, read Peter Senge's The Fifth Discipline.
#3 Organizational Capacity: Effective Organizational Change Infrastructures
We have also covered the key infrastructures that must be set in place in order to organize and guide the overall EWC process. These include the Change Leadership Team, Program Management Office, Yearly Map of Implementation, Innovative Process/Project Teams, and a Positive Work Culture (the very bottom of the iceberg and quite resistant to change). Unleashing the potential of the workforce in support of the change through creating a positive climate and work culture is very important.
#4 Organizational Capacity: High-Level Individual Competencies
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