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Understands and Agrees with the Organization's Vision and Values
272 Enterprise-Wide Change
Table 9.5. Achieving Leadership Excellence in the Six Rings, Contâ€™d
Level/Ring Competency and Skills
Level VI. Creating 26. Scanning the Global Environment
Strategic Positioning: 27. Reinventing Strategic Planning
Goal Is to Be Globally 28. Networking and Managing Alliances
Competitive 29. Positioning in the Marketplace
30. International Effectiveness
Level VI: Motivational Force Believes in Mutual Influence and Synergistic Efforts
The research and client feedback that supports these last two listingsâ€”People Edge Best Practices and Achieving Leadership Excellenceâ€”can be found at www.SystemsThinkingPress.com.
How to Begin Enterprise-Wide Change
(^ART C IS A CRUCIAL SECTION of this book, because now you will learn how to begin using the concepts you have read so far. Not all enterprises are large, complex, or in need of a comprehensive, multi-year Enterprise-Wide Change effort. Not all enterprises need to transform themselves in a radical, cultural, or large-scale strategic and fundamental way. However, all organizations must deal with the environment in which we live in the 21st Century.
This book is designed with a circular Systems Thinking approach (and modular chapters). Thus, every CEO and his or her enterprise, no matter how small or large, can use some portions or some chapters to guide change in a more holistic way.
The two key concepts here are as follows:
First, begin with a bite-sized approach. Don't tackle more than you need right now. Maybe you will go through a two-to-four-year evolution to a new desired vision rather than transform the enterprise all at once. Maybe the changes are business unit-, division-, or department-wide not enterprise-wide. The principles, techniques, and tools are the same: It is the size and scale that make a difference.
Second, over time ask yourself, your change leadership team, your program management office, and change consultants the five strategic A-B-C-D-E questions in the proper sequence. They are repeated on the next page for emphasis, as we end this book where we beganâ€”with the Systems Thinking Approach. The model can be applied to understanding and changing any living system in a holistic, totally integrated, systems manner. It can be used for a person's life, team, department, business unit, geographic region, or total enterprise. It is useful for any change project or process you wish to make.
Science. The whole of Science is nothing more than a refinement of everyday thinking.
Just define the system or entity to be changed before you begin.
STRATEGIC THINKING: ABCs TEMPLATE
â€śThe Simplicity of Systems Thinkingâ€ť
(Name of the System - Issue - Problem - Project - Change Effort)
Current State Assessments:
Where are we now (SWOT)?
How do we get there (close the gap from
How will we know when we get there?
Future Environmental Scan:
What will be changing in your future environment that will affect you?
#1 Systems Question:
Where do we want to be?
Enterprise-Wide Change. CopyrightÂ© 2005 by John Wiley & Sons, Inc. Reproduced by permission of Pfeiffer, an Imprint of Wiley, www.pfeiffer.com
Working on the Enterprise
The Bite-Sized Approach
â€˘ To explore some different, bite-sized options on how to begin working on the organization to build the enterprise's capacity to successfully execute Enterprise-Wide Change
The journey of a thousand miles begins with a single helicopter ride.
The future is shaped by those who see possibilities before they become obvious.
New Strait Times, October 11, 2003
How to Begin: Tailored to Your Needs
Enterprise-Wide Change is a unique challenge, requiring a unique set of structures, processes, and capabilitiesâ€”and the perseverance to build and sustain business excellence and superior results, year after year. There are many different types of Enterprise-Wide Change. They all require a Systems Thinking approach and a helicopter view to deal with the systems problems, systemic issues, and myriad of unintended consequences and relationships of the complex Rubik's Cubes that enterprises have become.
If your need for Enterprise-Wide Change is immediate and intense, this book should serve as a practical and specific guide to success.
On the other hand, if your organization's time has not quite come for an intense and dynamic Enterprise-Wide Change effort, there are a number of options for how you can begin moving in that direction now. Every organization's time will come when the crucial need is present for an Enterprise-Wide Change effort. The dynamic, global, and instantaneous nature of the 21st Century has seen to that. Remember Jack Welch's words: "If you are doing things now the way you were five years ago, you are doing something wrong."