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The TitleSays ItALL!
How Can So Many    Improvement Efforts       Go So Wrong?What Can Be Done to Improve   the Odds of Success?
For all the planning and goodintentions, the fact remainsthat anywhere from 50 to 75percent of enterprise-wideefforts to i...
That’s a lot of wasted:  •time,  •energy,  •and money !
What lies behind this staggering statistic? What are the real obstacles to change        that must be overcome?
Here’s what the authors say:
Here’s what the authors say:Organizational ImmaturityAn organization may have been around for ayear or a century, but age ...
Here’s what the authors say:Organizational ImmaturityThe best consultant in the world can’t change animmature organization...
Here’s what the authors say:Failure to assess maturity firstWith tools provided in this book, leaders,managers and other s...
Here’s what the authors say:ChampionsWhen all attempts have failed, you can stillhelp people in your organization wrestle ...
Here’s what the authors say:ChampionsAfter conducting a maturity assessment, share and discuss theresults openly. Such dis...
What should champions consider?       The workers  We call this part the ‘Engagement  Ring.’ You have to marry employee  w...
What should champions consider?         Professional Development Plans  Plans can be built from job descriptions (not base...
What should champions consider?         Mature Behaviors  A list of mature behaviors that champions can  explore, such as ...
What should champions consider?       Metrics  As the organization makes great  strides in becoming mature,  champions can...
For more information on overcoming     Organizational Immaturity:Contact the authors at contact@org-immaturity.com
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Org immaturity book presentation

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Org immaturity book presentation

  1. 1. The TitleSays ItALL!
  2. 2. How Can So Many Improvement Efforts Go So Wrong?What Can Be Done to Improve the Odds of Success?
  3. 3. For all the planning and goodintentions, the fact remainsthat anywhere from 50 to 75percent of enterprise-wideefforts to improve theproductivity of anorganization fail to achievetheir goals.
  4. 4. That’s a lot of wasted: •time, •energy, •and money !
  5. 5. What lies behind this staggering statistic? What are the real obstacles to change that must be overcome?
  6. 6. Here’s what the authors say:
  7. 7. Here’s what the authors say:Organizational ImmaturityAn organization may have been around for ayear or a century, but age doesn’t determine itslevel of maturity.
  8. 8. Here’s what the authors say:Organizational ImmaturityThe best consultant in the world can’t change animmature organization (even by using ‘changemanagement’) because the culture will resist innumerous covert ways.
  9. 9. Here’s what the authors say:Failure to assess maturity firstWith tools provided in this book, leaders,managers and other stakeholders candetermine the maturity level of theirdepartment or organization and identifypotential areas for improvement beforehiring a consultant.It involves assessing whether theorganization has and depends on a smallnumber of ‘heroes’ to get things donewhen the going gets tough. Is it addictedto constantly working in crisis mode? Hasthe organization been able to build orfollow a multi-year strategic plan?
  10. 10. Here’s what the authors say:ChampionsWhen all attempts have failed, you can stillhelp people in your organization wrestle withthe immaturities that are holding it back,sabotaging change.
  11. 11. Here’s what the authors say:ChampionsAfter conducting a maturity assessment, share and discuss theresults openly. Such discussion will turn up a number ofpeople who strongly believe in one or more types ofimprovements, and those people can be your champions forintroducing small doses of change at the grass roots level.
  12. 12. What should champions consider? The workers We call this part the ‘Engagement Ring.’ You have to marry employee wants with employer needs. Find champions who believe in training and professional development plans.
  13. 13. What should champions consider? Professional Development Plans Plans can be built from job descriptions (not based on the person currently filling the role, but on what tasks need to be completed and at what skill levels). These development plans then provide an objective way to conduct performance reviews. Note: performance reviews are either conducted poorly or not at all in immature organizations.
  14. 14. What should champions consider? Mature Behaviors A list of mature behaviors that champions can explore, such as project management, process improvements, policy development, strategic planning. Here it’s important to conduct an annual assessment to keep an eye on which pockets within the organization are maturing and how wide the pocket is spreading.
  15. 15. What should champions consider? Metrics As the organization makes great strides in becoming mature, champions can help explore the proper use of metrics.
  16. 16. For more information on overcoming Organizational Immaturity:Contact the authors at contact@org-immaturity.com

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