The document discusses a model for controlled variation that allows organizations to adapt to changing markets. It proposes that mature governance systems can maintain control over natural variation within their structures to remain competitive. Knowledge is an organizational asset that can be made "fungible" or transferable through processes that assign it value. An emerging paradigm views organizations as dynamic and evolving through controlled experimentation, in contrast to relying only on existing expertise. This balanced approach to risk management through governance supports innovation while focusing on enhancing brand value and market share.
Culture and ethics explain more about a team's success and failure than most other factors, but as size of team and complexity of environment weigh in, guidance is decisive.
Many people claim that strategy is dead - overcome by the conditions of change and uncertainty. They prefer agility and quick response. But the obituary for strategy is premature - and is based on a series of false assumptions about strategy.
We outline how strategy is both necessary and valuable in conditions of uncertainty and change.
The system, the goal, the goal tree and validating the measuring system in th...Ricardo Anselmo de Castro
The document discusses defining a system, its goal, and a supporting strategy using a goal tree. It begins by explaining the importance of clearly defining the system and its boundaries. Next, it discusses defining the system's goal, noting there should only be one goal defined by the system's owner. A goal tree is then presented as a tool to visually map the goal, critical success factors (CSFs), and necessary conditions (NCs). The document emphasizes validating the measuring system to avoid conflicts among metrics that could harm performance. It provides an example goal tree and discusses analyzing metrics to check for relationships and potential conflicts between CSFs.
Managing IT's business value is not a matter of choosing between competing methodologies such as Lean, Agile, DevOps or ITSM, but instead of orchestrating them.
Project relations as a Dynamic Capability @ EURAM 2010: Systemic Relations As...Maria Kapsali
This document discusses relating as a dynamic capability in innovation projects. It proposes that relating within a project can become a third-order dynamic capability that produces innovative advantages if it takes on characteristics of agile exploration, exploitation, and knowledge recombination. However, projects are often inhibited from innovating when their external relationships focus more on formal processes than dynamic learning. The document recommends that future research should conceptualize relating and provide more functional explanations of how it works as a dynamic capability to help fill gaps in the literature and link various fields.
Strategy is the process of relating means to ends for a business. A strategy defines an organization's competitive advantage and should be communicated throughout the organization. For a strategy to be effective, it must be compared to other plausible strategies so their tradeoffs, risks, and chances of success can be evaluated based on evidence and experience. Without alternative strategies to compare it to, a single strategy provides no means to judge its strengths or weaknesses.
August White Paper 1/2016: Find Your Center of Gravity - Four Cornerstones of...August Associates
This document discusses four cornerstones of successful strategy renewal:
1) Developing a broad external view of changes in the relevant environment and emerging opportunities and threats.
2) Taking a deep internal view to understand the company's strengths, weaknesses, and "center of gravity".
3) Making bold decisions by translating the diagnosis into clear priorities, resource allocations, and go/no-go decisions.
4) Adjusting culture and capabilities to ensure actions are coherently building on each other and the company can achieve its new strategic objectives. Developing strategic capabilities and strengthening culture requires a long-term, systematic approach.
Safety Productivity Multiplier_ How to Turn Workplace Safety into a Competiti...Sue Antonoplos
Safety is a hidden competitive opportunity that directly impacts operational and financial performance. When implemented strategically through a focus on behaviors rather than just tasks, safety initiatives can drive cost reductions, improve culture, and boost employee productivity and morale. Data from manufacturers and retailers shows that for every $1 spent on injuries, $3 is spent indirectly. Progressive companies make safety an "operational pivot" that touches all human behaviors and roles. Using systems control charting to measure the impact of safety programs indicates whether changes are sustainable or just temporary. A 100 basis point change in injury frequency can equate to a $15 million impact on EBITDA or sales. Workplace safety therefore generates a multiplier effect on economic growth and performance.
Culture and ethics explain more about a team's success and failure than most other factors, but as size of team and complexity of environment weigh in, guidance is decisive.
Many people claim that strategy is dead - overcome by the conditions of change and uncertainty. They prefer agility and quick response. But the obituary for strategy is premature - and is based on a series of false assumptions about strategy.
We outline how strategy is both necessary and valuable in conditions of uncertainty and change.
The system, the goal, the goal tree and validating the measuring system in th...Ricardo Anselmo de Castro
The document discusses defining a system, its goal, and a supporting strategy using a goal tree. It begins by explaining the importance of clearly defining the system and its boundaries. Next, it discusses defining the system's goal, noting there should only be one goal defined by the system's owner. A goal tree is then presented as a tool to visually map the goal, critical success factors (CSFs), and necessary conditions (NCs). The document emphasizes validating the measuring system to avoid conflicts among metrics that could harm performance. It provides an example goal tree and discusses analyzing metrics to check for relationships and potential conflicts between CSFs.
Managing IT's business value is not a matter of choosing between competing methodologies such as Lean, Agile, DevOps or ITSM, but instead of orchestrating them.
Project relations as a Dynamic Capability @ EURAM 2010: Systemic Relations As...Maria Kapsali
This document discusses relating as a dynamic capability in innovation projects. It proposes that relating within a project can become a third-order dynamic capability that produces innovative advantages if it takes on characteristics of agile exploration, exploitation, and knowledge recombination. However, projects are often inhibited from innovating when their external relationships focus more on formal processes than dynamic learning. The document recommends that future research should conceptualize relating and provide more functional explanations of how it works as a dynamic capability to help fill gaps in the literature and link various fields.
Strategy is the process of relating means to ends for a business. A strategy defines an organization's competitive advantage and should be communicated throughout the organization. For a strategy to be effective, it must be compared to other plausible strategies so their tradeoffs, risks, and chances of success can be evaluated based on evidence and experience. Without alternative strategies to compare it to, a single strategy provides no means to judge its strengths or weaknesses.
August White Paper 1/2016: Find Your Center of Gravity - Four Cornerstones of...August Associates
This document discusses four cornerstones of successful strategy renewal:
1) Developing a broad external view of changes in the relevant environment and emerging opportunities and threats.
2) Taking a deep internal view to understand the company's strengths, weaknesses, and "center of gravity".
3) Making bold decisions by translating the diagnosis into clear priorities, resource allocations, and go/no-go decisions.
4) Adjusting culture and capabilities to ensure actions are coherently building on each other and the company can achieve its new strategic objectives. Developing strategic capabilities and strengthening culture requires a long-term, systematic approach.
Safety Productivity Multiplier_ How to Turn Workplace Safety into a Competiti...Sue Antonoplos
Safety is a hidden competitive opportunity that directly impacts operational and financial performance. When implemented strategically through a focus on behaviors rather than just tasks, safety initiatives can drive cost reductions, improve culture, and boost employee productivity and morale. Data from manufacturers and retailers shows that for every $1 spent on injuries, $3 is spent indirectly. Progressive companies make safety an "operational pivot" that touches all human behaviors and roles. Using systems control charting to measure the impact of safety programs indicates whether changes are sustainable or just temporary. A 100 basis point change in injury frequency can equate to a $15 million impact on EBITDA or sales. Workplace safety therefore generates a multiplier effect on economic growth and performance.
Y. Bharathkumar is a mechanical designer with over two years of experience providing technical design for global manufacturers. He has extensive experience using Creo, Catia V5, and AutoCAD. Some of his responsibilities include developing manufacturing drawings, 3D modeling, drafting, quality control, and working on projects like designing a cone baking machine and a glass fiber transport trolley. He has a Bachelor's degree in Mechanical Engineering and is looking for a job that allows him to utilize his CAD and mechanical design skills.
Juanito Salvanto Espiso Jr. is an electrical engineer seeking a position where he can contribute his knowledge and skills. He has over 10 years of experience in electrical maintenance and projects. Currently he is the Electrical Superintendent at Philippine Foremost Milling Corporation, where he supervises electrical operations and personnel. He has a bachelor's degree in electrical engineering and a master electrician license.
Julius Caesar (100BC - 44BC) was a Roman general and politician who greatly expanded the Roman Republic through his conquests in Gaul. As dictator of Rome, he enacted reforms but his ambition threatened the traditional republican system. On March 15, 44 BC, he was assassinated by a group of senators including Brutus and Cassius, which led to civil war and the rise of Octavian as Rome's first emperor, ending the Roman Republic.
El documento describe la carrera de psicología, incluyendo sus objetivos de entender la mente humana y los comportamientos. Detalla algunas universidades donde se puede estudiar psicología como la Universidad Javeriana, Nueva Granada y Católica. Explica el perfil del egresado según cada universidad y algunas maestrías populares como psicología pediátrica e industrial. Finalmente, menciona las opciones de crédito para financiar los estudios.
Renewing your Mortgage should be treated like a negotiation. All the Lenders want your business! Arm yourself with knowledge to get the best rate for your mortgage.
This document discusses application threat modeling. It begins with introducing key terminology used in threat modeling like assets, threats, attacks, and risks. It then explains what threat modeling is and when it should be performed. The document outlines three main approaches to threat modeling: asset-centric, attacker-centric using attack trees, and system-centric. It provides examples of each approach and discusses how to identify threats, calculate risks, and plan countermeasures as part of the system-centric threat modeling process.
1. The document summarizes a group project for a charity drive event organized by 8 members to raise funds for Rumah KIDS orphanage. They set up a food and beverage stall on campus selling products like ice cream puffs, popsicles, and corn.
2. To promote their products and raise awareness for their charity, the group utilized various marketing strategies like social media promotions, attractive booth design, and on-site sales conversations. They also offered deals and sold from multiple locations on campus.
3. Through creative product packaging with drawings and dry ice effects, along with a variety of flavors, the group aimed to provide a satisfying experience for customers while fundraising for their chosen charity of providing support to orphaned
1) Marvel faced severe financial troubles in the 1990s due to speculative bubbles and poor business decisions that left the company heavily in debt. However, through strategic leadership changes and a focus on film, Marvel was able to emerge resilient and become a major film industry player.
2) Netflix also demonstrated resilience by pioneering the DVD-by-mail and video streaming industries. This helped the company survive the decline of brick-and-mortar video retailers and become a leading streaming platform worth over $22 billion.
3) Both companies showed an ability to adapt their business models during difficulties, which helped them recover and find new paths for growth. Their resilience was built on innovation, strategic leadership, and understanding their customers.
The document discusses the Deming Cycle, also known as the PDSA (Plan-Do-Study-Act) cycle, which is a four stage model for continuous improvement. It involves planning a change, implementing it, observing the results, and acting on what is learned. The stages are outlined in detail. Strategic thinking is then defined as focusing on unique opportunities to create value through creative dialogue. Key competencies of strategic thinking are discussed, along with the characteristics of effective strategies. Finally, strategic analysis is defined as the process of conducting research to formulate strategy, using various analytical methods.
Seraphim International provides strategic planning and sales support consulting services. They believe traditional top-down strategic planning approaches are no longer sufficient and that strategies often fail due to unexamined biases. Seraphim proposes taking a bottom-up approach, continually feeding strategy implementation outcomes back into strategic planning to align the organization through open communication and empowering employees as co-authors of strategy. Their consulting services examine an organization's value, leadership, people, and framework to develop a comprehensive strategic plan focusing on continuous learning and adapting to change.
This document provides an overview of marketing management concepts including definitions of key terms:
- Absolute cost advantage refers to a firm's ability to maintain relatively lower costs of operation than competitors, giving it a competitive edge.
- Absorptive capacity is a firm's ability to recognize valuable external information, internalize it, and apply it for commercial purposes to support innovation.
- The accelerator principle describes how changes in a firm's inventory affect suppliers and broader economic growth, either accelerating or slowing changes in GDP. Understanding this helps firms determine appropriate investments.
- Achievement motivation theory relates personal characteristics and background to an individual's need for achievement and competitive drive to meet excellence standards. Understanding employee motivation is important
The document discusses chaos marketing theory and how organizations can thrive in unpredictable environments by embracing change. It provides guidelines that include creating total customer responsiveness through constantly transforming products to meet customer needs, having a strong focus on sales and customer service, driving innovation, prioritizing the right people and structure, and embracing change. While the approach seems prescriptive, it could inspire organizations needing to improve their customer focus and responsiveness in a chaotic market.
The Importance Of A Strategic Management And PlanningAmanda Burkett
The document discusses Hyundai, a South Korean motor company, as a case study of innovation. It provides a brief history of Hyundai as context and then discusses the company's policies and procedures around innovation, which were implemented to improve performance and operations in new ways. The top management at Hyundai is responsible for driving quality through innovation rather than just quantity of production. Academic studies of the company show it has been highly successful in becoming a global leader through its focus on continuous innovation.
This document discusses the importance of organizational agility in today's changing business environment. It defines agility as the ability to quickly adapt to changing market conditions and disruptive competitors. The key aspects that enable agility are a supportive culture, strategic flexibility, collective leadership, capable people, and adaptive processes. Organizations with highly developed agility are better at responding to changes, implementing strategies, and achieving business results. While difficult, cultivating agility requires changes to policies, structures, and mindsets to empower teams and accept failures as learning opportunities. When successfully implemented, agility allows organizations to navigate disruption and thrive during uncertain times.
This document discusses the importance of organizational agility in today's changing business environment. It defines agility as the ability to quickly adapt to changing market conditions and disruptive competitors. The key aspects that enable agility are a supportive culture, strategic flexibility, collective leadership, capable people, and adaptive processes. Organizations with a highly developed culture of agility are better able to anticipate changes, implement responsive strategies, and quickly respond to market needs. Building agility requires organizations to develop capabilities in change management, risk management, and monitoring the external environment. It also involves establishing structures and policies that promote flexibility, empowerment, and an ethos of experimentation.
Y. Bharathkumar is a mechanical designer with over two years of experience providing technical design for global manufacturers. He has extensive experience using Creo, Catia V5, and AutoCAD. Some of his responsibilities include developing manufacturing drawings, 3D modeling, drafting, quality control, and working on projects like designing a cone baking machine and a glass fiber transport trolley. He has a Bachelor's degree in Mechanical Engineering and is looking for a job that allows him to utilize his CAD and mechanical design skills.
Juanito Salvanto Espiso Jr. is an electrical engineer seeking a position where he can contribute his knowledge and skills. He has over 10 years of experience in electrical maintenance and projects. Currently he is the Electrical Superintendent at Philippine Foremost Milling Corporation, where he supervises electrical operations and personnel. He has a bachelor's degree in electrical engineering and a master electrician license.
Julius Caesar (100BC - 44BC) was a Roman general and politician who greatly expanded the Roman Republic through his conquests in Gaul. As dictator of Rome, he enacted reforms but his ambition threatened the traditional republican system. On March 15, 44 BC, he was assassinated by a group of senators including Brutus and Cassius, which led to civil war and the rise of Octavian as Rome's first emperor, ending the Roman Republic.
El documento describe la carrera de psicología, incluyendo sus objetivos de entender la mente humana y los comportamientos. Detalla algunas universidades donde se puede estudiar psicología como la Universidad Javeriana, Nueva Granada y Católica. Explica el perfil del egresado según cada universidad y algunas maestrías populares como psicología pediátrica e industrial. Finalmente, menciona las opciones de crédito para financiar los estudios.
Renewing your Mortgage should be treated like a negotiation. All the Lenders want your business! Arm yourself with knowledge to get the best rate for your mortgage.
This document discusses application threat modeling. It begins with introducing key terminology used in threat modeling like assets, threats, attacks, and risks. It then explains what threat modeling is and when it should be performed. The document outlines three main approaches to threat modeling: asset-centric, attacker-centric using attack trees, and system-centric. It provides examples of each approach and discusses how to identify threats, calculate risks, and plan countermeasures as part of the system-centric threat modeling process.
1. The document summarizes a group project for a charity drive event organized by 8 members to raise funds for Rumah KIDS orphanage. They set up a food and beverage stall on campus selling products like ice cream puffs, popsicles, and corn.
2. To promote their products and raise awareness for their charity, the group utilized various marketing strategies like social media promotions, attractive booth design, and on-site sales conversations. They also offered deals and sold from multiple locations on campus.
3. Through creative product packaging with drawings and dry ice effects, along with a variety of flavors, the group aimed to provide a satisfying experience for customers while fundraising for their chosen charity of providing support to orphaned
1) Marvel faced severe financial troubles in the 1990s due to speculative bubbles and poor business decisions that left the company heavily in debt. However, through strategic leadership changes and a focus on film, Marvel was able to emerge resilient and become a major film industry player.
2) Netflix also demonstrated resilience by pioneering the DVD-by-mail and video streaming industries. This helped the company survive the decline of brick-and-mortar video retailers and become a leading streaming platform worth over $22 billion.
3) Both companies showed an ability to adapt their business models during difficulties, which helped them recover and find new paths for growth. Their resilience was built on innovation, strategic leadership, and understanding their customers.
The document discusses the Deming Cycle, also known as the PDSA (Plan-Do-Study-Act) cycle, which is a four stage model for continuous improvement. It involves planning a change, implementing it, observing the results, and acting on what is learned. The stages are outlined in detail. Strategic thinking is then defined as focusing on unique opportunities to create value through creative dialogue. Key competencies of strategic thinking are discussed, along with the characteristics of effective strategies. Finally, strategic analysis is defined as the process of conducting research to formulate strategy, using various analytical methods.
Seraphim International provides strategic planning and sales support consulting services. They believe traditional top-down strategic planning approaches are no longer sufficient and that strategies often fail due to unexamined biases. Seraphim proposes taking a bottom-up approach, continually feeding strategy implementation outcomes back into strategic planning to align the organization through open communication and empowering employees as co-authors of strategy. Their consulting services examine an organization's value, leadership, people, and framework to develop a comprehensive strategic plan focusing on continuous learning and adapting to change.
This document provides an overview of marketing management concepts including definitions of key terms:
- Absolute cost advantage refers to a firm's ability to maintain relatively lower costs of operation than competitors, giving it a competitive edge.
- Absorptive capacity is a firm's ability to recognize valuable external information, internalize it, and apply it for commercial purposes to support innovation.
- The accelerator principle describes how changes in a firm's inventory affect suppliers and broader economic growth, either accelerating or slowing changes in GDP. Understanding this helps firms determine appropriate investments.
- Achievement motivation theory relates personal characteristics and background to an individual's need for achievement and competitive drive to meet excellence standards. Understanding employee motivation is important
The document discusses chaos marketing theory and how organizations can thrive in unpredictable environments by embracing change. It provides guidelines that include creating total customer responsiveness through constantly transforming products to meet customer needs, having a strong focus on sales and customer service, driving innovation, prioritizing the right people and structure, and embracing change. While the approach seems prescriptive, it could inspire organizations needing to improve their customer focus and responsiveness in a chaotic market.
The Importance Of A Strategic Management And PlanningAmanda Burkett
The document discusses Hyundai, a South Korean motor company, as a case study of innovation. It provides a brief history of Hyundai as context and then discusses the company's policies and procedures around innovation, which were implemented to improve performance and operations in new ways. The top management at Hyundai is responsible for driving quality through innovation rather than just quantity of production. Academic studies of the company show it has been highly successful in becoming a global leader through its focus on continuous innovation.
This document discusses the importance of organizational agility in today's changing business environment. It defines agility as the ability to quickly adapt to changing market conditions and disruptive competitors. The key aspects that enable agility are a supportive culture, strategic flexibility, collective leadership, capable people, and adaptive processes. Organizations with highly developed agility are better at responding to changes, implementing strategies, and achieving business results. While difficult, cultivating agility requires changes to policies, structures, and mindsets to empower teams and accept failures as learning opportunities. When successfully implemented, agility allows organizations to navigate disruption and thrive during uncertain times.
This document discusses the importance of organizational agility in today's changing business environment. It defines agility as the ability to quickly adapt to changing market conditions and disruptive competitors. The key aspects that enable agility are a supportive culture, strategic flexibility, collective leadership, capable people, and adaptive processes. Organizations with a highly developed culture of agility are better able to anticipate changes, implement responsive strategies, and quickly respond to market needs. Building agility requires organizations to develop capabilities in change management, risk management, and monitoring the external environment. It also involves establishing structures and policies that promote flexibility, empowerment, and an ethos of experimentation.
Strategic control involves tracking and adjusting a strategy during implementation by monitoring for problems or changes. It requires asking questions to determine if the company is on the right track and assumptions remain valid. There are several types of strategic control including premise control, special alert control, implementation control, strategic surveillance, and strategic audits. Premise control checks strategy premises, while special alert control rapidly reassesses strategy due to unforeseen events. Implementation control monitors strategy progression. Strategic surveillance observes internal and external factors, and strategic audits review strategies for weaknesses.
The document discusses strategic management and outlines several key concepts:
1. Strategic management involves managerial decisions and actions to generate sustainable competitive advantage. It balances external opportunities and threats with internal strengths and weaknesses.
2. Effective strategies emerge over time through a process of trial and error, rather than being fully planned in advance. Managers must balance following intentional plans with adapting to changes.
3. In knowledge-based organizations, strategic management focuses on encouraging new ideas, awareness of the external environment, and social interaction, rather than top-down planning. The role of managers is to identify emerging order rather than direct it.
This document discusses how organizations must adapt to increasing uncertainty and complexity in the modern business environment. It argues that traditional management methods focused on efficiency and control are challenged by today's unpredictable conditions. To succeed, organizations need to embrace self-transformation, harness complexity, focus on the future through scenario planning, and develop the agility and responsiveness to change. Drawing parallels between living systems and businesses, it suggests organizations aim for the "edge of chaos" through disequilibrium, self-organization, and non-linear approaches rather than direct control.
Effective Use of Technology to Drive SME Value CreationJagan Ramaswami
As a practicing management consultant and an engineer I enjoy technology, corporate strategy and anything thats to do with scaling and development of enterprises. An evangelist for digital transformation I strongly believe that in today's environment of continuous disruption, being agile and data-driven is the way for SMEs to sustain and grow.
This document discusses strategic management in a competitive business environment. It defines strategic management as a process and logic for determining and controlling an organization's strategic position in its environment. Strategic management aims to define strategies and processes to help management adapt to dynamics of today through goals and methods. The document discusses the importance of strategic management for achieving effective projects to fulfill an organization's mission. It also discusses how strategic management allows deliberate management of progress and building of resources toward a desired future state.
Essay questionPorter Combining business strategy What is itmeani.pdfrajkumarm401
Essay question:
Porter Combining business strategy: What is itmeaning? - What is the idea? - Why is it
important?
Solution
Strategy According to Michael Porter
In a 1996 Harvard Business Review article [5] and in an earlier book [6], Porter argues that
competitive strategy is \"about being different.\" He adds, \"It means deliberately choosing a
different set of activities to deliver a unique mix of value.\" In short, Porter argues that strategy is
about competitive position, about differentiating yourself in the eyes of the customer, about
adding value through a mix of activities different from those used by competitors. In his earlier
book, Porter defines competitive strategy as \"a combination of the ends (goals) for which the
firm is striving and the means (policies) by which it is seeking to get there.\" Thus, Porter seems
to embrace strategy as both plan and position. (It should be noted that Porter writes about
competitive strategy, not about strategy in general.)
COMBINATION STRATEGIES
Can forms of competitive advantage be combined? Porter asserts that a successful strategy
requires a firm to aggressively stake out a market position, and that different strategies involve
distinctly different approaches to competing and operating the business. An organization
pursuing a differentiation strategy seeks competitive advantage by offering products or services
that are unique from those offered by rivals, either through design, brand image, technology,
features, or customer service. Alternatively, an organization pursuing a cost leadership strategy
attempts to gain competitive advantage based on being the overall low-cost provider of a product
or service. To be \"all things to all people\" can mean becoming \"stuck in the middle\" with no
distinct competitive advantage. The difference between being \"stuck in the middle\" and
successfully pursuing combination strategies merits discussion. Although Porter describes the
dangers of not being successful in either cost control or differentiation, some firms have been
able to succeed using combination strategies.
Research suggests that, in some cases, it is possible to be a cost leader while maintaining a
differentiated product. Southwest Airlines has combined cost cutting measures with
differentiation. The company has been able to reduce costs by not assigning seating and by
eliminating meals on its planes. It has then been able to promote in its advertising that one does
not get tasteless airline food on its flights. Its fares have been low enough to attract a significant
number of passengers, allowing the airline to succeed.
Another firm that has pursued an effective combination strategy is Nike. When customer
preferences moved to wide-legged jeans and cargo pants, Nike\'s market share slipped.
Competitors such as Adidas offered less expensive shoes and undercut Nike\'s price. Nike\'s
stock price dropped in 1998 to half its 1997 high. However, Nike reported a 70 percent increase
in earnings for.
This study surveyed 204 executives and employees from companies in German-speaking countries to assess organizational agility. The study examined what business environment factors drive the need for agility ("agility drivers") and how sensitive and responsive companies are to changes. It also evaluated what enables agility ("agility enablers") and compared more agile to less agile organizations. The study found most companies face agility drivers like intense competition but lack sufficient sensitivity and responsiveness. It also identified gaps between current and desired states of agility enablers. Comparing more and less agile firms provided insights into effective enablers of agility.
This document summarizes a multi-phase change management model. It describes 5 typical phases of an organizational transformation process: 1) letting go of the past, 2) emerging vision of the future, 3) making the future vision more concrete through practical steps, 4) broad implementation and anchoring changes, 5) stabilizing new processes and culture. It notes that phases 4 and 5, which focus on integration and consistency, typically last longer than earlier phases but are often neglected. The document also includes a "system curve" that tracks an organization's perceived ability to perform through the change process across three dimensions: orientation to the past, present business indicators, and future sustainability.
Conscious and rigorous employing of seemingly contradicting perspectives on any context can help us widen the universal set of possibilities leading to potentially better advice. This is what is reckoned as “being creative by design”. Listed here are some of the perspectives (about objectives, strategy and execution) put forward by gurus that although contrarian to established thinking seems to be management true as well in specific contexts. For more writings, visit my website - http://www.sustaining-relevance.com/
The document discusses organizational development (OD) interventions and provides examples. It defines OD interventions as planned activities that help organizations perform better and work more efficiently. The main types of interventions discussed are technostructural, human process, strategic change, and human resource management. Examples are provided of how du Telecom partnered with Huawei to improve project management and how Nokia transformed its business model from mobile devices to networking equipment.
The document discusses organizational development (OD) interventions and provides examples. It defines OD interventions as planned activities that help organizations perform better and work more efficiently. The main types of interventions discussed are technostructural, human process, strategic change, and human resource management. Examples are provided of how du Telecom partnered with Huawei to improve project management and how Nokia transformed its business model from mobile devices to networking equipment.
The document discusses change management training provided by a UK consultant. It covers several key points:
1) Organizations must manage change to adapt to rapid technological and social changes and maintain competitive advantage.
2) There are typically two approaches to change - incremental or fundamental transformation.
3) People often resist change due to fears around loss of control, unclear roles, and challenges to their credibility and beliefs.
4) Successful change involves creating a shared understanding of needs and goals, a common vision for the future, and building capacity for ongoing change through communication, training, and support structures.
Similar to Adapting to Change 18-3-12 WdR revised 11-5-12 (20)