By Stephen Haines
Depart piecemeal strategic switch ways in the back of and find out how to plan, facilitate, and combine your swap efforts for lasting good fortune. Enterprise-Wide swap takes you thru the ?Rollercoaster of Change,? displaying you the way to house resistance, regard skeptics as your top associates, and construct a buy-in and stay-in procedure between your staff. The authors use the technology of? ?Systems considering? -- a complete, but uncomplicated and built-in solution to examine and construct synergy from key organizational components. You?ll locate confirmed and sensible questions, summaries, case reports, examples, and worksheets in addition to platforms instruments, advice, and methods to foster association swap and development.?
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Additional info for Enterprise-Wide Change : Superior Results Through Systems Thinking (J-B O-D (Organizational Development))
But this book gives you a template from which to choose and tailor your Enterprise-Wide Change effort. Prework: Build a Smart Start The prework concept in Chapter Four is the most commonly skipped, missed, or ignored part of any EWC. There are real, non-negotiable preconditions for successful systemic change that must be in place before an Enterprise-Wide Change process can hope to succeed. Smart Start helps enterprises to engineer success upfront before the formal beginning of the journey. We recommend that senior management ﬁrst undergo a two-day retreat.
The Yin and Yang of Strategies tioning Posi Economic Alignment (of Delivery Processes) Star Results Cultural Attunement (with People’s Hearts) Fo e rC lu u s t o m er Va The Fundamentals of Enterprise-Wide Change 27 Preview: The Enterprise-Wide Change Journey There are three goals of Enterprise-Wide Change. This book covers the three goals and an entire process to achieve them in depth. Three Goals in Enterprise-Wide Change Prework: Use a Smart Start with a Systems Thinking foundation Goal #1: Develop an overall enterprise-wide clarity of purpose, with a game plan for dramatic change.
Hammer, in his second book, Beyond Reengineering: How the Processed-Centered Organization Is Changing Our Work and Lives (1996), acknowledged that many efforts failed because the reengineering industry neglected to factor in the human element—a critical ﬂaw. Lack of Customer Orientation Despite common sense and the abundance of research on its value, far too few companies achieve a customer orientation. Organizations are often driven instead by (1) regulatory decisions, (2) operational efﬁciencies, (3) anything to make a proﬁt, or (4) product orientation.