8 steps of transforming organisation
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The 8 steps to bring about transformation in the organization that will lead to transformational change
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The McKinsey 7S Framework is a model developed in the 1980s to analyze how well an organization is positioned to achieve its objectives. The 7S model examines 7 internal elements - structure, strategy, systems, style, staff, skills, and subordinate goals - that must be aligned for an organization to be successful. The framework can be used to identify what needs improvement, plan for change, and assess where an organization currently stands and where it wants to be. If inconsistencies are found between the 7 elements, it may indicate why an organization or team is not working as effectively as possible.
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Organization design and redesign can help organizations achieve their goals by shaping structures and systems. Strategic direction refers to actions that achieve an organization's strategic goals as defined in vision and mission statements. An organization's design must align with its strategies to operate efficiently and effectively. Benefits of alignment include increased efficiency, faster decision-making, improved quality, higher profits, better customer relations, and a motivated workforce prepared for future challenges.
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This document outlines key concepts for effective organizational leadership and management including communicating vision and mission, organizing the workforce strategically around the customer, engaging in continuous innovation and improvement, and ensuring operations are grounded in strong values and legal compliance. It emphasizes analyzing performance data, adapting processes as needed, recognizing achievements, and taking an integrated approach to deploying the full framework.
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Value-Adding Support Strategies
Chapter 9
2
Chapter 9 Learning Objectives
Understand that the value-adding support strategies are important elements in the implementation of strategy.
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Chapter 9 Learning Objectives
Understand that the value-adding support strategies are important elements in the implementation of strategy.
Appreciate the importance of aligning the value-adding support strategies to ensure they point the organization toward achieving its vision and goals.
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Chapter 9 Learning Objectives
Understand that the value-adding support strategies are important elements in the implementation of strategy.
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Chapter 9 Learning Objectives
Understand how the culture, structure, and strategic resources of an organization must be explicitly linked to directional, adaptive, market entry, and competitive strategies, as well as the value-adding service delivery strategies.
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Chapter 9 Learning Objectives
Understand how the culture, structure, and strategic resources of an organization must be explicitly linked to directional, adaptive, market entry, and competitive strategies, as well as the value-adding service delivery strategies.
Understand that through the value-adding support strategies the organization itself is changed, creating or solidifying competitive advantages and strengthening weaknesses to overcome competitive disadvantages.
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Chapter 9 Learning Objectives
Understand that the value-adding support strategies provide guidance for the development of organizational objectives and action plans.
8
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Understand that the value-adding support strategies provide guidance for the development of organizational objectives and action plans.
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9
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Organization development (OD) is a planned, organization-wide effort to increase effectiveness and health through interventions in organizational processes using behavioral science knowledge. OD strategies include action research, conflict management, executive development, goal setting, group facilitation, and strategic planning. Action research involves assessing needs for change, contracting roles, diagnosing problems, providing feedback, planning and implementing interventions, evaluating success, and ensuring OD remains ongoing. Organizations undertake OD to improve human resources, adapt to changing workplaces and global markets, and accelerate change. Internal and external consultants can act as change agents. An organization is ready for OD when leadership is committed, employees are involved, purpose is clear, and capacity for change exists. In today's dynamic environment,
ORG DEVELOPMENT.pptx
Organization development (OD) is a planned, organization-wide effort to increase effectiveness and health through interventions in organizational processes using behavioral science knowledge. OD strategies include action research, conflict management, executive development, goal setting, group facilitation, and strategic planning. Action research involves assessing needs for change, contracting roles, diagnosing problems, providing feedback, planning and implementing interventions, evaluating success, and ensuring OD remains ongoing. Organizations undertake OD to improve human resources, adapt to changing workplaces and global markets, and accelerate change. Internal and external consultants can act as change agents. An organization is ready for OD when leadership is committed, employees are involved, purpose is clear, and capacity for change exists. In today's dynamic environment,
CHAPTER 10 Building an Organization Capable of Good Strategy Exe.docx
CHAPTER 10 Building an Organization Capable of Good Strategy Execution: People, Capabilities, and Structure
LEARNING OBJECTIVES
THIS CHAPTER WILL HELP YOU UNDERSTAND:
What managers must do to execute strategy successfully
Why hiring, training, and retaining the right people constitute a key component of the strategy execution process
That good strategy execution requires continuously building and upgrading the organization’s resources and capabilities
What issues to consider in establishing a strategy-supportive organizational structure and organizing the work effort
The pros and cons of centralized and decentralized decision making in implementing the chosen strategy
© McGraw-Hill Education.
EXECUTING STRATEGY
Strategy execution
Is operations-driven, involving management of both people and business processes
Is a job for the whole management team, not just a few senior managers
Can take many more years to develop as a real proficiency than implementing strategy
Requires a determined commitment to change, action, and performance
© McGraw-Hill Education.
A FRAMEWORK FOR EXECUTING STRATEGY
Committing to executing a strategy:
Entails figuring out the specific techniques, actions, and behaviors necessary for a smooth strategy-supportive operation
Following through to get things done and deliver results
Making things happen (leadership) and making them happen right (management)
© McGraw-Hill Education.
Core Concept (1 of 5)
Good strategy execution requires a team effort. All managers have strategy-executing responsibility in their areas of authority, and all employees are active participants in the strategy execution process.
© McGraw-Hill Education.
FIGURE 10.1 The 10 Basic Tasks of the Strategy Execution Process
Jump to Appendix 1 long image description
© McGraw-Hill Education.
Strategic Management Principle (1 of 11)
When strategies fail, it is often because of poor execution. Strategy execution is therefore a critical managerial endeavor.
The two best signs of good strategy execution are whether a company is meeting or beating its performance targets and whether they are performing value chain activities in a manner that is conducive to companywide operating excellence.
© McGraw-Hill Education.
BUILDING AN ORGANIZATION CAPABLE OF GOOD STRATEGY EXECUTION: THREE KEY ACTIONS
Staffing: Assemble a strong management team and a cadre of competent employees
Developing: Renew, upgrade, and revise resources and capabilities to match chosen strategy
Structuring: Create strategy-supportive organization capable of good strategy execution
© McGraw-Hill Education.
FIGURE 10.2 Building an Organization Capable of Proficient Strategy Execution: Three Types of Paramount Actions
Jump to Appendix 2 long image description
© McGraw-Hill Education.
Strategic Management Principle (2 of 11)
Putting together a talented management team with the right mix of experiences, skills, and abilities to get things done is one of the first steps.
Effective change management
Effective change management walks you through how change was effected in two instances with specific objectives. This is based upon actual experiences and the reader can therefore glean very practical strategies and approaches that make sense to him or her.
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8 steps of transforming organisation
- 1. Kishor Jagirdar Managing Director Infopace Management Pvt Ltd www.infopaceindia.com
- 2. Examining market and competitive realities Identifying and discussing crises, potential crises, or major opportunities.
- 3. Assembling a group with enough power to lead the change effort Encouraging the group to work together as a team
- 4. Creating a vision to help direct the change effort Developing strategies for achieving that vision
- 5. Using every vehicle possible to communication the new vision and strategies. Teaching new behaviors by the example of the guiding coalition
- 6. Getting rid of obstacles to change Changing systems or structures that seriously undermine the vision Encouraging risk taking and nontraditional ideas, activities, and actions.
- 7. Planning for visible performance improvements Creating those improvements Recognizing and rewarding employees involved in the improvements
- 8. Using increased credibility to change systems, structure, and policies that don’t fit the vision. Hiring, promoting, and developing employees who can implement the vision Reinvigorating the process with new projects, themes, and change agents
- 9. Articulating the connections between the new behaviors and corporate success Developing the means to ensure leadership development and succession
- 10. Articulating the connections between the new behaviors and corporate success Developing the means to ensure leadership development and succession