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Whole-Scale Organizational Change (Real-time Strategic Planning)
What is Whole-Scale Change?Whole-scale techniques are designed tohelp organizations uncover and engagethe combined knowled...
Evolution of Strategic Planning           1G - Long-range planning             Presented statistical data projecting cur...
History of Whole-Scale ChangeIn 1981, Dannemiller Tyson Associates launchedWhole Scale™ to help Ford Motor Company, whichs...
When is it Used?Organizations most likely to consider a Whole-ScaleIntervention are:1.   Those that want to engage everyon...
The Whole-Scale Paradigm Shift Formula:                     DxVxF>R D = Dissatistfaction with the status quo V = Vision ...
Whole-Scale Strategic Planning Model                                 Purpose, Mission,       What do we stand             ...
Guiding PrinciplesBoth Consultant-and-Client believe in the following: An organization must understand its past and prese...
A Story from the Trenches:(Change Handbook, pp. 203-205)Ferranti-Packard Transformers, LtdBleak 1995 Outlook Went through...
Whole-Scale Strategic Intervention      at Ferranti-Packard  Plant closed for two days  280 stakeholders participated in...
Change Event Outcomes Change in corporate culture Environmental awareness Better customer relationships Team Commitmen...
7 Areas Where Whole-Scale Change Can Achieve Paradigm-Shifting Results (c.f. Holman, http://www.opencirclecompany.com/EECu...
Some New Rules for Leaders  cf: http://www.dannemillertyson.com/library/new_rules.html              Old Rules             ...
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Whole scale organizational change

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Transcript of "Whole scale organizational change"

  1. 1. Whole-Scale Organizational Change (Real-time Strategic Planning)
  2. 2. What is Whole-Scale Change?Whole-scale techniques are designed tohelp organizations uncover and engagethe combined knowledge, wisdom, andhearts of their people to meet thechallenge of a changing worldSome core whole-scale concepts: Create empowerment, participation, and community Use reality as a key driver Create a shared preferred future Create change in real time Apply action-learning approach using whole-scale events as accelerators Enable a critical mass to create a new culture in the moment
  3. 3. Evolution of Strategic Planning  1G - Long-range planning  Presented statistical data projecting current growth patterns over a period of 5-10-20 years  A matter for top-down management  2G - Strategic planning  Environmental scans and scenario building  SWOT –Assess Strengths and Weaknesses in relation to Opportunities and Threats  Leaves change to the “experts”  3G - Real-time strategic planning  Enables a “critical mass” of the organization to create a new culture in the moment.  Actively engages staff at all levels in the planning process
  4. 4. History of Whole-Scale ChangeIn 1981, Dannemiller Tyson Associates launchedWhole Scale™ to help Ford Motor Company, whichsought to move its management culture from“command and control” to a more participativestyle.Whole Scale™ and similar methods have helpedorganizations plan strategically and manage changefor at least two decades.
  5. 5. When is it Used?Organizations most likely to consider a Whole-ScaleIntervention are:1. Those that want to engage everyone or nearly everyone in re-creating their organizations (processes and structures)2. Those with a sense of urgency brought on by a challenging and quickly changing environmentWhole-Scale prepares organizations for substantivechange by:• Clarifying and connecting multiple current realities• Uniting multiple yearnings around a common picture of the future• Reaching agreement on the action plans that move the organization toward the future• Building the processes, structures, and relationships that keep the organization moving forward
  6. 6. The Whole-Scale Paradigm Shift Formula: DxVxF>R D = Dissatistfaction with the status quo V = Vision of the future F = First steps towards change R = Resistance to changeIf an organization can combine all three elements (D, V, and F),everyone will shift into a new worldview and sustainable change canbe achieved.
  7. 7. Whole-Scale Strategic Planning Model Purpose, Mission, What do we stand Principles for? Environmental Trends, How to measure Stakeholders’ Strategic Goals long-term Needs success? (Now and Future) Basis of competition Strategic Thrust (next 3-5 yrs) Evaluate: Did we respond appropriately to stakeholders? Achievable results Strategic Objectives Evaluate: Did it achieve results? What will we do? Action Plans What resources are needed? Evaluate: Did we do it? Implement Do it!c.f. Whole-Scale Change, p. 68
  8. 8. Guiding PrinciplesBoth Consultant-and-Client believe in the following: An organization must understand its past and present in order to create its future It is impossible for an organization to plan effectively without knowing the future it wishes to achieve Having a microcosm of the whole organization together enables the organization to change in real time, both incrementally and in a major paradigm shift The wisdom is in the people, and when you connect the people, they will have all the wisdom they need to find the answers they need Solutions must focus on the interconnectedness of people, processes and technology People support what they help create
  9. 9. A Story from the Trenches:(Change Handbook, pp. 203-205)Ferranti-Packard Transformers, LtdBleak 1995 Outlook Went through 4 CEOs in 3 years Heavy anticipated FY losses Hostile Relationships with Labor Unions Urgent need for organizational change Pierre Racine CEO, Ferranti-Packard Ontario, Canada Operations
  10. 10. Whole-Scale Strategic Intervention at Ferranti-Packard  Plant closed for two days  280 stakeholders participated in change event offsite  23-person “Event-Planning Team” representing all levels, decided what issues to discuss as content experts  Whole-Scale consultants facilitated as process experts.
  11. 11. Change Event Outcomes Change in corporate culture Environmental awareness Better customer relationships Team Commitment More efficient production Profits Jump Union grievances dropped Plans for major new plant equipment approved
  12. 12. 7 Areas Where Whole-Scale Change Can Achieve Paradigm-Shifting Results (c.f. Holman, http://www.opencirclecompany.com/EECultureChange.htm)Area Old Assumption New AssumptionVision/Purpose Management owns Shared ownershipContribution I just do my job What can I do?Person They just want my Who I am matters hands/headWisdom Hire an expert Among us, we have the knowledge and skills we need or know how to get itProcess That was a nice event, now We continually learn and change back to the real work togetherSystem I know my part and thats all I I understand how we fit together need to knowInformation Need to know Public: Information is all around us.
  13. 13. Some New Rules for Leaders cf: http://www.dannemillertyson.com/library/new_rules.html Old Rules New RulesThe leaders job is to know, and to The leaders job is to call peopleserve as a final authority in important together who were once kept apart,decisions and to find ways to uncover and collect their wisdom.The leader’s job is to control The leaders job is to ask questionseverything: people, information, risk, and facilitate conversations at ALLthe future. levels of the organization.The leaders job is to drive and The leaders job is to build andmonitor organization performance by sustain high performance byfocusing on what is going wrong, appreciating when people do thingsand punishing mistakes right-especially when they act with courage, integrity, and accountability.
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