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What is it that successful organisations have that makes the difference?
The following success factors seem to be consistent in organisations who radically transform themselves:
- Strong Leadership
The CEO drives the change process, leading the organisation to greater heights. There is no substitute for a
strong leader. He sets the direction, and the priorities.
- Consensus At The Top
The CEO and first reports agree wholeheartedly on the need for dramatic change, and all work together in
defining the vision and the resources required for success. Teamsmanship is real, not feigned. Contributions
are sincere, not politicised.
- A Shared Vision
A well articulated vision of where the organisation will be in three to five years, expressed in specific
performance outcomes, cascades throughout the organisation. Every employee has personal objectives that tie to
the vision. Each has a direct effect on the outcome, and a well-defined personal stake in achieving the
vision.
- Continuous Catalytic Activity At The CEO Level
Executives realise they do not have the objectivity, skills and experience to enact radical change. External,
objective, apolitical, and experienced catalysts and consultants are used to help navigate, find direction, and
implement plans.
- Trustworthy Communications Top Down/Bottom Up
The CEO and first reports continuously, repetitively, and consistently meet with all groups for two-way
communications. The CEO is highly visible to all. Weekly or bi-weekly employee exchanges take place. Fears are
addressed. Truth and honesty prevails.
- The Right Attitude
Hidden personal agendas in top and middle management are cast aside to make room for a major collective effort.
The theme is "get on board, or get out of the way." Those who block the effort are quickly disposed.
- Lots Of Guts
A willingness to take risks and attack sacred cows to achieve substantial results is prevalent. The focus is
longer term, replacing the monthly P&L as the driver for everyday operations. Problems are anticipated and
directly addressed.
- A Comprehensive And Systematic Approach
A comprehensive master plan is created that addresses key integrated leverage areas: culture, reward systems,
strategy, process, structure, and staffing/skills. All leverage areas are linked and the plan is structured in
manageable phases. The process is continuous.
- High Employee Involvement
All employees participate heavily in achieving team-based performance objectives. Individualism is not lost in
the team environment, but reinforced. Problems are diagnosed and solved through teams that run their own
operation. All participate in continuously improving personal, team, and organisation performance. The focus is
on quality, cost, delivery, and customer satisfaction.
- Permanently Empowered Employees
Decisions are driven downward to the team level on a permanent basis, not a special project or temporary basis.
Layers of management that get in the way of fast decisions are removed, and accountability rests with the team.
Team leaders provide direction, priorities, and facilitation to the team. Teams evolve to self-management.
Ownership Of Change By A Vast Majority Of Employees
High employee involvement in problem solving, finding solutions, and implementing them creates authorship and
ownership of the process. Peer pressure makes things happen. Employees are trained and learn new skills.
Motivation is provided by the vision, strong leadership, team involvement, and reward systems that reflect
achievement of the vision.
Financial Resources
Equipment and staffing is provided as part of the master plan. Substantial investments are made to reduce
non-value added time on the shop floor and in the office. Cost/benefit analyses identify the results that will
be achieved.
Extensive Education and Training at all Levels
Most employees, including upper and middle management, have been conditioned over the years to be individuals
and stars. Our society teaches this. They simply do not know how to behave as team members should. Courses in
dealing with personality differences, team building, stress management, conflict management, and many others
can go a long way in getting people to work cohesively. In addition, courses in process mapping, set-up
reductions, statistical process control, etc., can provide the techniques for re-engineering the processes.
Commitment To See It Through
Plans do not get derailed at the signs of resistance or difficulty. Solutions to problems are found and
implemented. If something does not work, something else is tried.
Contact Us
For more information on our Change Management training and
consultancy services, please contact us at:
Email:
Tel: (65) 68484109
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