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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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They built a balanced set of Key Success Measures, including traditional financial measurements, yet added goals for customer and employee satisfaction. They also conducted a current state assessment, using the business excellence architecture, to get a more detailed look internally at their strengths and weaknesses.
They developed a revised set of five core change strategies and key initiatives (and another major change list) to guide their future profitable growth. These included
• Technology modernization
• Aggressive marketing
• Financial soundness
• Facilities upgrading, relocation, and growth
• Employee relations
Activity #2. Their newest vision is to enter Phase IV, “Long-Term Marketplace Competitiveness,” within three years. In October they gained board approval and support for Phases III and IV.
Activity #3. They must also rebuild and grow their employee talent base to serve their customers, the next daunting change challenge they face (core strategy #5 above). Finally, they are focusing on employees and cultural attunement as a key strategy.
Activity #4. They now know they have just begun the first of many waves of change. The branches' sale has become public and a set of
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parallel involvement processes was successfully conducted. Affected customers were also communicated with and responded to on a personal basis, as much as possible.
Activity #5. In addition, they conducted a Capacity Assessment that revealed the following strengths and weaknesses regarding EWC, shown in Table 9.3.
Table 9.3. East Coast Federal Credit Union Capacity Assessment
Capacity Area Status of Building the EWC Capacity
1. Demonstrated High for the CEO and senior management
Long-Term Commitment Low for the board of directors, as a number
are quite unhappy with the changes
Medium for the involvement process and EWC processes to date Low where some major upgrades for the future involvement of the entire organization are needed
High for the Change Leadership Team, Program Management Office, and Yearly Map of Implementation
Low for more innovative process teams and the need for a more positive work culture
Medium regarding leadership excellence, business acumen, and Systems Thinking for senior management
Low regarding needed waves of competencies cascading throughout the credit union
Medium regarding the resources to devote to the EWC and needed competitive moves, a major transformation from the past survival crises
Phase IV, Long-Term Marketplace Competitiveness.
More work is still needed, as indicated earlier. Perseverance through Phases III and IV of the Enterprise-Wide Change process is a must. M
2. Effective Change Processes
3. Effective Change Infrastructures
4. High-Level Individual Competencies
5. Adequate EWC Resources
Sustain Business Excellence
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/ /
D
Strategies
Actions

Chapter Nine Recap
1. The annual Enterprise-Wide Change Review and Update is a key to building and sustaining superior results over the long term.
2. Entropy is a natural phenomenon that can be counted on (100 percent) to emerge during a long-term EWC. Awareness of this tendency will help to combat its effects.
3. Booster shots and other predictable organizational interventions are key tools for effective strategic and complex change over the long term.
4. The number-one corporate-wide core competency is achieving leadership excellence for the collective managerial and supervisory positions.
5. The five required components of the organizational capacity to undergo EWC successfully are
• Demonstrated commitment by the collective leadership team to the longterm cultural change EWC requires
• Effective organizational change processes to facilitate a successful EWC
• Effective organizational change infrastructures in place to guide the EWC
• High-level individual competencies to lead the EWC effort effectively
• Adequate resources devoted exclusively to EWC
Words or Deeds: Brave Words Versus Bold Actions. Which is it?
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Enterprise-Wide Change
ORGANIZATIONAL CAPACITY TO UNDERGO ENTERPRISE-WIDE CHANGE SUCCESSFULLY Instructions: Rate your current collective organizational capacity to build and sustain EWC on a multi-year basis (rate the leadership and management team as well as all employees).
Scoring: (H—M—L) Comments:
I. Demonstrated Long-Term Commitment: by the collective leadership team to cultural change 1 CEO 1
2 Senior Management 2
3 Board of Directors 3
4 Collective Management Team 4
5 All Employees 5
II. Effective Organizational Change Processes: to facilitate a successful EWC process 6 Parallel Involvement Process 6
7 Rollercoaster of Change Process/Waves 7
8 Knowledge Transfer/Learning Processes 8
9 HR Best People Policies and Practices 9
10 Strategic Communications Processes 10
III. Effective Organizational Change Infrastructures: in place to guide the EWC process 11 Change Leadership Team 11
12 Program Management Office/Change Team 12
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