The Fusion Cell is an approach to rapidly transforming organizations from static to agile through a cultural shift. It uses a 4-phase process of discovery, planning, alignment, and sustainment to identify root causes of problems and reengineer people, processes, and technology. A recent case study saw C4I transform a university IT department's infrastructure-heavy model into an agile, innovative one with reduced costs and improved services within 6 months using only existing resources.
Leading change management has come a long way since the time resumes had to be hand-delivered by candidates to apply for a job. No wonder it has grown from being a luxury to a necessity for recruiters.
This Presentation will address the following areas of the hiring cycle:
Change Management and Leadership
Need & Relevance of Change
The Change Process
Approaches to Change
Models of Change
Impact of Change
Resistance to Change
Importance of Change Leadership
Importance of Change Leadership
Change Leadership in Action
For more info:
www.hackerearth.com/recruit
Agility boosts performance: Guide for your agile transformation journeySebastian Olbert
ORGANIZATIONAL AGILITY AS A COMPETITIVE FACTOR
The Agile Performer Index
In the Agile Performer Index, goetzpartners and the NEOMA Business School clearly demonstrate the correlation between agility and entrepreneurial success. The more agile the company, the better it performs financially. The purpose of the study was to investigate what agility can really do for organizations. Is it just a temporary trend? With the right methodology, can agility deliver sustainable success?
Resulting from a broad survey among 285 leading European companies, the Agile Performer Index documents that agility programs are a suitable way for organizations to achieve lasting performance and competitive advantage.
Selected key findings:
Agile companies perform ~ 2.7 times better than non-agile companies
CxOs rate their company’s agility higher than do middle managers.
Sector check: Digital maturity doesn’t guarantee agility
Organisational change, Innovation and Transformation communicationStephen Tindi
The global business environment is turbulent and successful organisations must effectively communicate change, innovation and transformation to all stakeholders.
According to PMI, Projects and programs by their very nature create change. How you manage the impact of change is a key component to realizing of the strategic benefits of your project. This session will discuss effective behavioral change management techniques and provide you with the a basic knowledge of change management, so that you anticipate and manage resistance. Effective change management involves anticipating what in the organization is changing, who is impacted, and how they'll feel about it. Change - more specifically, transition - is a process. Understanding the process can help you navigate it faster and more successfully. Planning for change and transition will take the guesswork and panic out of communications down the road.
Leading change management has come a long way since the time resumes had to be hand-delivered by candidates to apply for a job. No wonder it has grown from being a luxury to a necessity for recruiters.
This Presentation will address the following areas of the hiring cycle:
Change Management and Leadership
Need & Relevance of Change
The Change Process
Approaches to Change
Models of Change
Impact of Change
Resistance to Change
Importance of Change Leadership
Importance of Change Leadership
Change Leadership in Action
For more info:
www.hackerearth.com/recruit
Agility boosts performance: Guide for your agile transformation journeySebastian Olbert
ORGANIZATIONAL AGILITY AS A COMPETITIVE FACTOR
The Agile Performer Index
In the Agile Performer Index, goetzpartners and the NEOMA Business School clearly demonstrate the correlation between agility and entrepreneurial success. The more agile the company, the better it performs financially. The purpose of the study was to investigate what agility can really do for organizations. Is it just a temporary trend? With the right methodology, can agility deliver sustainable success?
Resulting from a broad survey among 285 leading European companies, the Agile Performer Index documents that agility programs are a suitable way for organizations to achieve lasting performance and competitive advantage.
Selected key findings:
Agile companies perform ~ 2.7 times better than non-agile companies
CxOs rate their company’s agility higher than do middle managers.
Sector check: Digital maturity doesn’t guarantee agility
Organisational change, Innovation and Transformation communicationStephen Tindi
The global business environment is turbulent and successful organisations must effectively communicate change, innovation and transformation to all stakeholders.
According to PMI, Projects and programs by their very nature create change. How you manage the impact of change is a key component to realizing of the strategic benefits of your project. This session will discuss effective behavioral change management techniques and provide you with the a basic knowledge of change management, so that you anticipate and manage resistance. Effective change management involves anticipating what in the organization is changing, who is impacted, and how they'll feel about it. Change - more specifically, transition - is a process. Understanding the process can help you navigate it faster and more successfully. Planning for change and transition will take the guesswork and panic out of communications down the road.
ODTI research and analysis on the impact of current VUCA on the Work Dynamic for Individuals and Teams in an Organisation, Guidance on securing gains and leveraging new practices, tools and skills to to enable Individuals & Teams be more Innovative, Agile, Digitally Confident, and Collaborative to thrive in this continuing VUCA world
1 day workshop managing operations - the toc wayShridhar Lolla
This is a result oriented workshop, based on the concepts discussed in the game changing book, 'The Path : Leveraging Operations in a Complex and Chaotic World'.
Find LDR 531 Final Exam Latest Online HomeWork Help homework help which contains entire course question and answers, etc. and remove every confusion about the subject by taking these tutorials. TransWebeTutors.com also provide Homework Assignment, Final Exam Study Guides, University of phoenix DQ, etc
LDR 531 Final Exam Analysis | LDR 531 Final Exam Answers | LDR 531 Final Exam...student ehelp
Do you want solve papers and exam guide of LDR 531 Final Exam?? Studentehelp have a good solution for your problems, we pr00000ovide you excellent solved papers and exam guide for UOP LDR 5031 Final Exam, LDR 531 Final Exam Answer.
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Ldr 531 final exam latest uop final exam questions with answersEmmajons
Welcome to the best tutorials ever! UOPeTutors.com provide simple and easy to follow homework help, the Ldr 531 final exam latest uop final exam questions with answers. hurry! Find the best study material ever. Once you visit us you won’t look back for sure.
Slides used in the WEBINAR - Data-driven Organizational Design to improve efficiency and productivity an AI powered technique held on Friday 14th January, 2022
Enterprise Performance Management System or ePMS or e-PMSMangipudi Rao
The presentation talks about the e-Performance Management or enterprise performance management, how does it get evaluated till date, the factors that contribute to ePMS, some case studies, and finally how to design OKRs (that is Objectives, Key Results).
ODTI research and analysis on the impact of current VUCA on the Work Dynamic for Individuals and Teams in an Organisation, Guidance on securing gains and leveraging new practices, tools and skills to to enable Individuals & Teams be more Innovative, Agile, Digitally Confident, and Collaborative to thrive in this continuing VUCA world
1 day workshop managing operations - the toc wayShridhar Lolla
This is a result oriented workshop, based on the concepts discussed in the game changing book, 'The Path : Leveraging Operations in a Complex and Chaotic World'.
Find LDR 531 Final Exam Latest Online HomeWork Help homework help which contains entire course question and answers, etc. and remove every confusion about the subject by taking these tutorials. TransWebeTutors.com also provide Homework Assignment, Final Exam Study Guides, University of phoenix DQ, etc
LDR 531 Final Exam Analysis | LDR 531 Final Exam Answers | LDR 531 Final Exam...student ehelp
Do you want solve papers and exam guide of LDR 531 Final Exam?? Studentehelp have a good solution for your problems, we pr00000ovide you excellent solved papers and exam guide for UOP LDR 5031 Final Exam, LDR 531 Final Exam Answer.
For more information visit: http://www.studentehelp.com/university-of-phoenix/LDR-531.html
Ldr 531 final exam latest uop final exam questions with answersEmmajons
Welcome to the best tutorials ever! UOPeTutors.com provide simple and easy to follow homework help, the Ldr 531 final exam latest uop final exam questions with answers. hurry! Find the best study material ever. Once you visit us you won’t look back for sure.
Slides used in the WEBINAR - Data-driven Organizational Design to improve efficiency and productivity an AI powered technique held on Friday 14th January, 2022
Enterprise Performance Management System or ePMS or e-PMSMangipudi Rao
The presentation talks about the e-Performance Management or enterprise performance management, how does it get evaluated till date, the factors that contribute to ePMS, some case studies, and finally how to design OKRs (that is Objectives, Key Results).
Example of a designed Brochure. Worker Ant design specialises in converting agency artwork into perfect MS Office templates. We also design presentations and Word documents.
Time to join the revolution: Agile change in financial servicesAccenture Insurance
Agile change has always been a priority for financial services organizations. However, in today’s rapidly evolving digital world, it is now clear that they must make it a critical capability to survive and thrive. Applying agile end-to-end business change increases the speed to benefit, and impacts every aspect of a business from customers and employees to organization and processes. Making change their core competence will help FS firms find new ways of serving customers and creating value. This report spells out what is needed to succeed with agile, and proposes five culture-related steps FS firms can take to improve their organization agility
More about the high-maturity for business processes: Certain distilled practi...Dr. Mustafa Değerli
Değerli, M. and Özkan, S. (2013). More about the high-maturity for business processes: Certain distilled practical implications. 18th International Conference on Transformative Research in Science, Engineering, and Business Innovation (SDPS 2013) Proceedings, 119-124. ISSN: 1090-9389 - https://sdpsnet.org/sdps/documents/sdps- 2013/SDPS_2013_proceedings.pdf
The performances & activities of all businesses are affected significantly due to various aspects. It becomes essential for companies to seek constant business transformation to overcome competition. Each transformation is said to be determined by the content, context, participants, process & the effects. Such transformation is crucial for any business to survive & succeed in the ever-increasing competitive world.
Mustafa Degerli - 2013 - SDPS-2013 Proceeding - More about the High-Maturity ...Dr. Mustafa Değerli
Mustafa Degerli - 2013 -More about the High-Maturity for Business Processes: Certain Distilled Practical Implications. Proceedings of the 18th International Conference on Transformative Research in Science, Engineering, and Business Innovation (SDPS 2013)
Forward-looking organisations make a considerable investment - in adopting formal procedures and standards and in training managers and specialist staff - to ensure that they have the skills and techniques for managing change. Moreover they create a culture that encourages change, values experience and rewards innovation.
One of the most effective ways of achieving change and exploiting opportunities is the delivery of carefully planned projects. The management of projects is also a key building block in the development of many people’s careers. A good project manager will usually be a good general manager. The reverse does not always apply.
This document highlights the interdependence between managing a major programme of change and the disciplines of project management and change management. It is derived from our generic approach to achieving substantial step-changes in large organisations and needs further development and refinement to fit the particular circumstances of each situation.
1. Change in Organizations2. Planned Change Strategies3. Res.docxblondellchancy
1. Change in Organizations
2. Planned Change Strategies
3. Resistance to Change
4. High Performance Context of OB
5. KEY OF HIGH PERFORMANCE ORGANIZATIONS
6. Creating a High Performance Organization
7. Stages of Group Development
8. Input Foundations of Group Effectiveness
9. Team Building: Improving Team Processes
10. Managing Conflict
OUTLINE
1
Change in Organizations
Unplanned change occurs spontaneously and without a change agent’s direction example: employees strike> action: act quickly to minimize any negative consequences
Planned change is intentional and occurs with a change agent’s direction. Example: new manager approach new technology to rise the org. performance and quality.
1.19 its recognized that they are highly intertwined in the workplace. Changes in any one are likely to require or involve changes in others example:
phases of planned change:
Unfreezing: situation is prepared for change
Example: people who are always on alert of the change process.
Changing: specific actions are taken to create change
Example: people, tasks, structure, or technology of the organization
Refreezing: changes are reinforced and stabilized
Explanation: Designed to maintain the momentum of a change and allows for modifications to be made in the change to increase its success over time.
2
Planned Change Strategies
Force– coercion strategy: uses authority, rewards and punishments to create change.
Rational persuasion strategy: uses facts, special knowledge, and rational argument to create change.
Shared-power strategy: uses participatory methods and emphasizes common values to create change.
3
Resistance to Change
“Its an attitude or behavior that shows unwillingness to make or support a change.”
EIGHT REASONS FOR RESISTING CHANGE:
1. Fear of the unknown
2. Lack of good information
3. Fear for loss of security
4. No reasons to change
5. Fear for loss of power
6. Lack of resources
7. Bad timing
8. Habit
Example: org. planing to change current computers, they may believe that they havebeen doing their jobs just fine and do not need the new computers to improve
things
NEXT HOW TO DEAL WITH RESISTANCE
4
Resistance to Change
5
High Performance Context of OB
1. CHANGING CUSTOMER EXPECTATIONS
Total quality management: is total commitment to high quality results, continuous improvement, and meeting customer needs.
Continuous improvement: is the belief that anything and everything done in the workplace should be continually improved.
Upside-down diagram view.
Customers & clients at the top of organization.
Workers directly affect customers & clients.
Team leaders & mid. managers directly support workers.
Top managers clarify mission &objectives, set strategies, & make resources available.
6
High Performance Context of OB
2. CHANGING WORKFORCE
Generation X workers: “important workforce characteristics”:
impact of workers those born 1965-1977
”high level of skills & abilities for functioning well in challenging jobs &work settings”.
.
overview on when to use environmental analysis; Assessment of the Internal factors of PANELCO III (management audit, functional departmental areas; organizational core values and illustration of S-W
Prosci Change Management Webinar - Building Organizational Ability
C4I Approach to Transformation
1. The Fusion Cell™
THE APPROACH TO TRANSFORMATION
The Fusion Cell™ is not a technology or rote methodology but an ethos
that transforms organizations from static and unresponsive to agile and
responsive by engaging in a cultural shift.. Companies consistently either are
paralyzed into inaction or driven into failing actions. They seek solutions that
buy time or avoid risk and instead of solving problems either mask or create
new problems. This means both financial and resource inefficiencies that
erode at profitability. A strong process that is flexible can bring about
sustained transformation rapidly and with enormous financial gain through a
framework designed to achieve results.
The key to initial transformation is using a process that yields
predictable, repeatable results regardless of the level of information, the
people or the circumstances involved. The C4I principles are straight
forward:
• Business is about understanding the internal and external dynamic
forces that impact business.
• Lift the problem out of the silos and solve in an integrated view
• Transform without needlessly disrupting operations
• Define the problem up front and identify Root Causes before change
• Leverage the existing knowledge base of the organization
C4I Systems Confidential & Proprietary. This document may not be duplicated, published or
disclosed without permission of C4I Systems.
2. C4I’s transformation process is an enterprise-wide systems
engineering approach used and implemented through the following four-
phase integrated process. Each phase is integral to success. Only a
systems engineering approach can capture complex relationships between
functional components of an organization. The process injects Accuracy,
Efficiency, Thoroughness, Connectivity and Total solution (best value).
THE PHASES OF TRANSFORMATION
• Discovery. In this phase we base-line performance looking at both
analytical and empirical information. This is deconstruction to find root
causation.
• Planning. In this phase we engage in detailed planning to bring a
framework of understanding about the current and future states. This is re-
engineering people, processes and technology.
• Alignment. At the heart of the Fusion Cell process is an agile environment
that continuously aligns systems and processes. In this phase we
complete transform the organization through alignment of selected people,
processes and technology.
• Sustainment & Improvement. In this phase we track progress against
selected metrics and make adjustments to ensure
THE FUSION CELL PLANNING PROCESS™ (FCPP)
The FCPP merges battle tested planning and operations methods used by
the United States military with best practices of business. It is designed to
create action in an environment of uncertainty. The FCPP supports C4I’s
C4I Systems Confidential & Proprietary. This document may not be duplicated, published or
disclosed without permission of C4I Systems.
3. philosophy of decisive action in the midst of uncertainty. Since planning is an
essential and significant part of command and control, the FCPP helps
organize the thought processes of an executive and his staff throughout the
planning and execution of business operations and without stopping business
operations. It builds repeatable predictable results and leverages the existing
knowledge base of the organization rather than dictate.
The Fusion Cell Planning Process focuses first on the mission. It
capitalizes on the principle of unity of effort and supports the establishment
and maintenance of operational tempo. It is synchronized with current
operations and does not require a halt to ongoing operations. The process can
be as detailed or as abbreviated as time, staff resources, experience, and the
situation permit. It consists of six major steps: Mission Analysis, Course of
Action Development, Course of Action Modeling, Comparison & Decision, Plan
Writing and Transition to Operations.
RECENT CASE STUDY
C4I designed a radical transformation strategy for Saint Louis University’s
beleaguered IT Services division that was built exclusively using existing
resources and people. This was done start to finish in six months using C4I’s
approach with the first transformational changes made in the first week. It is
currently being fully implemented to move from a traditional infrastructure-
heavy organization with fixed costs to an agile, innovative and technology
transparent organization with variable operational costs. Saint Louis
University will re-capitalize the organization through savings alone while
delivering more services to the customer. The transformation increased
productivity, reduced costs and increased customer satisfaction.
C4I Systems Confidential & Proprietary. This document may not be duplicated, published or
disclosed without permission of C4I Systems.
4. A B OU T C HR I S L O ZA N O A N D C 4 I S Y S T E M S
Chris Lozano is an entrepreneur, lawyer and Marine Corps officer who
has dedicated his life to fusing the lessons he learned on the battlefield
to business. He has worked in and around emerging technology
companies for fifteen years from formation to sale and understands the
unique challenges they face. He has developed transformation
strategies, new services, go-to-market strategies, sales strategies,
product development strategies as well as resolved difficult and
sensitive matters for executives. As a combat engineer he has
participated in the detailed planning and execution of complex combat
operations at both the tactical to strategic level including mine-clearing
operations in Afghanistan, the invasion of Iraq and counter-insurgency
operations in the al Anbar province, for which he was awarded the
Bronze Star Medal.
REPRESENTATIVE CUSTOMERS
Hewlett Packard
Saint Louis University
Host Analytics
Outprotect
Preferred Family Healthcare
Symmetry Landscaping
CONTACT INFO
Chris Lozano, Pres.
C4I Systems, Inc.
117 Chesterfield Bus. Pkwy
Chesterfield, Mo. 63005
(314) 749-0552
clozano@c4isys.com
www.c4isys.com
C4I Systems Confidential & Proprietary. This document may not be duplicated, published or
disclosed without permission of C4I Systems.