Managing Radical Change... Six Keyholes to Success
Competing fiercely in new global markets requires radically changing the way you operate. You have to rearrange the factory for streamlined flow, reengineer the way parts are made. You have to streamline information flow and rearrange the proximity of people. You have to design and deliver new products with unprecedented speed. You have to dramatically improve quality. None of this is easy. How do you get your arms around this? Where do you begin? This presentation describes a systematic approach to managing radical change.
You've got to open up lines of communication. You've got to break down barriers between departments and put an end to the "we've always done it this way" argument. You've got to get your employees highly involved in assuming new responsibilities if you're going to compete in the global markets in the next decade.
Companies are finding it difficult to radically change. Becoming a high performance company requires overcoming organizational inertia. Often overlooked are outdated cultures, ineffective management styles, bureaucratic red tape, and a reward system that doesn't fit. To implement large scale change, there must be a balance in six key areas: strategy, process, structure, staffing/skills, culture and organizational systems.
Strategy provides vision and direction. New processes provide effective methods of operating. Structure provides the logical and physical architecture to support the new direction. Staffing and skills focus on human resources required. Culture focuses on new norms, beliefs and principles that guide human actions. Organizational systems measure and reward adherence to new principles and achievement of new objectives.
This presentation describes how to link the six areas into a systematic approach to manage radical change.
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