Given the turbulence of competitive conditions the complexity of large system

Given the turbulence of competitive conditions the

This preview shows page 41 - 43 out of 49 pages.

Given the turbulence of competitive conditions, the complexity of large-system change and individual cognitive limitations, the executive team must develop its ability to adapt to new conditions and learn from both its success and failures. Flexibility is key. This ability of executive teams to build-in learning and to build-in flexibility into their management processes is a must for proactively managing re-orientations. [CR] “Why Change Programs Don’t Produce Change” by Michael Beer, Russell Eisenstat, and Bert Spector. More and more companies are struggling to re-establish their dominance, regain market share, and sometimes ensure survival. The MISTAKE that companies often make is assuming that change is brought about by altering the formal structure of the organization through firm-wide programs (training courses, “company culture” programs, etc). BUT, exactly the OPPOSITE is true. The Fallacy of Programmatic Change Individual behavior is heavily influenced by the organizational roles that people play. Thus, the most effective way to change behavior is to put people in new organizational contexts, which impose new roles responsibilities, and relationships on them, and ultimately “forces” new attitudes and behaviors
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3 Cs : Coordination, Commitment, Competencies. If any of these elements are missing, the change process breaks down. Coordination : teamwork is especially important in order for a company to discover and act on cost, quality, and product development opportunities. Commitment : is essential for the effort, initiative, and cooperation that coordinated action demands. Competencies : such as knowledge of the business, analytical and interpersonal skills are necessary when working with a team. Six Steps to Effective Change (“Task Alignment”) Self-reinforcing cycle of commitment , coordination , and competence . 1) Mobilize commitment to change through joint diagnosis of business problems. 2) Develop a shared vision of how to organize and manage for competitiveness. 3) Foster consensus for the new vision, competence to enact it, and cohesion to move it along. 4) Spread revitalization to all departments without pushing it from the top. 5) Institutionalize revitalization through formal policies, systems, and structures. 6) Monitor and adjust strategies in response to problems in the revitalization process. The Role of Top Management To change an entire corporation, this process must be applied over again in all plants, branches, departments, and divisions, and is the first responsibilities of senior management. The best senior management will do the following: - Create a market for change . o Set demanding standards for all operations, and hold managers accountable to them; this generates pressure for better performance. - Use successfully revitalized units as organizational models for the entire company (and 2 ground rules for identifying such models): o Senior managers should make it their responsibility to make resources available to leading-edge units.
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