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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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The competencies of the collective management team to lead, manage, and effectively execute the EWC are paramount. While we touched on it earlier, it is important to repeat the point clearly. These competencies include
• Systems Thinking applications, including the four concepts presented as well as all the tools, tips, and techniques throughout this book.
• The need for creativity and innovation, especially for the process/project teams, the key implementation vehicles.
• Consistency in daily best people practices by the collective management team is crucial to develop and maintain the positive work climate and culture
Sustain Business Excellence
required for success. See the extensive research and work in this area that is listed in the Chapter Recap.
• It may be obvious, but it is also crucial to have a high level of business acumen regarding your customers, markets, competitors, industry, company, finances, products and services, technology, and delivery channels. (See the complete list of best practices at the end of this chapter.)
• And last, and most important, leadership excellence by your collective management team is the number-one core competency for success in every organization.
#5 Organizational Capacity: Adequate Resources
Finally, in today's tough economic times, there must be a commitment to devote the proper resources exclusively to the EWC effort. This includes not only the traditional list of people, money, and materials (physical facilities, equipment, hardware), but also the time (our scarcest and only non-renewable resource), information, access, and processing of information (not just on a need-to-know basis, but transparently for those who want to know).
Summary of Organizational Capacity
The five Enterprise-Wide Change capacities and commitments just discussed are often overlooked during the daily stress of work and change. "We'll get to them later" is a frequent refrain. Later never comes, and the organization's capacity and talent pool remains or becomes shallow. The consequences for EWC and organizational results overall are obvious if this is not part of the annual review.
To rate your current status on all five organizational capacities, see the assessment at the end of this chapter.
These five capacities may need to be enhanced either prior to or in parallel with the change process and journey itself. They are key leverage points for EWC success. Think of them as the organization's "carrying capacity":
• What's the size and magnitude of the EWC?
• How much employee energy needs to be directed to the EWC itself (working on the business)?
• How does this constrain the organization's ongoing service delivery (working in the business)?
Enterprise-Wide Change
• How many other changes are also going on (comprehensive change undertakings)?
• How can you be wise and hold off on some initiatives—to enable the workforce to regroup, reenergize, and refocus before throwing another change at them?
• What's the organization's collective change tolerance level or stress level?
A Note on Capacity: For those interested in learning more about the fundamental capacity of human systems to change based on their personal values, the late Dr. Clare W. Graves' concept of Spiral Dynamics makes for fascinating reading. See, the National Values Center led by Christopher Cowan and Natasha Todorovic. They cover the three different layers of human values that help or prevent EWC strategies from happening: surface values, hidden values, and deep values.
Cowan and Todorovic say that these values create “Eight States of Organizations” with different objectives, approaches to work, and levels of effectiveness: animalistic, tribal, egocentric, absolute obedience, self-fulfillment, relative/common good, systemic, and holistic organizations.
Questions to Ponder
• Are there other capacities that you feel should be added for your organization?
• Do you agree with the five capacities discussed above? Why or why not?
East Coast Federal Credit Union Enterprise-Wide Change: Part 6
A recap of the survival and transformation so far:
Phase I, Survival, had been achieved over the past eighteen months by the changes senior management was able to accomplish in its Enterprise-Wide Change process.
Sustain Business Excellence
Phase II, Transformation to a new credit union, was assured with the sale of the branches and the capital infusion.
Phase III, Future profitable growth, was now a possibility on the immediate horizon.
Activity #1. It was now time for ECFCU to build their next-phase game plan for Enterprise-Wide Change. Senior management met in September on a two-day offsite with the consultants and conducted their annual EWC review (and update). In this retreat they updated their environmental scan, reconfirmed their vision, and revised their positioning statement to focus on their desired responsiveness as a competitive advantage in their main marketplace. They now had an opportunity to be the most convenient and responsive credit union in their local marketplace.
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