Feeds:
Posts
Comments

Posts Tagged ‘Change management’

Daniel Goldstein makes tools that help us imagine ourselves over time, so that we make smart choices for Future Us.

Today, we have many sources of information and knowledge. That is true for topics surrounding Corporate Social Responsibility, Sustainability, Business Transformation, etc. I have discovered some very good videos that are supported by the Creative Commons (CC) license and comply with the Digital Millennium Copyright Act (DMCA). For more information, please go to originating sites for more information (TED, YouTube, and other  web sites). We hope you enjoy these videos and share with your friends and colleagues.

Read Full Post »

Organizations evolve and change with their business environment, much like living organisms do with nature. The business owner should always be aware of that change, understand its impact, and be proactive in managing change to improve performance and extract tangible benefits for his company. Most companies are not fully optimized and retain inefficiencies in day-to-day operations of doing business. Combining Sustainability and Lean Six Sigma in a synergistic approach to promote sustainable practices, reduce your corporate imprint on the environment, improve efficiency and performance, and promote brand differentiation in your marketplace. From one focused initiative, crossover benefits would almost assuredly provide significant Tangible Benefits by understanding how to retain your improvements that are measured by your bottom line. This is easier to achieve if change is planned, well managed, and aligned to the goals of the organization. Organizations often go through growth stages. Here are a couple of scenarios for change: Unknown Future for the Enterprise, Actions and Decisions without recognizing Outsourcing consequences, and Future Sustainability & Quality Enterprise Growth

Copyright by Jarvis Business Solutions - Organizatinal Evolution

No Vision | No Change Control | Unknown Future for the Enterprise

Many corporations are faced with a dilemma. In many cases, the founder of a company may not recognize the need for an organizational vision as business changes. Leadership often tolerates inefficiencies, especially when “fire drills” are often case. Often, leadership they understand the history, inception and evolution of the organization since its founding, to may not have a clear understanding regarding its next steps.

The typical “fork in the road” provides management with three alternatives: do nothing, elect to transform through outsourcing, or most effectively, efficient transformation that includes sustainability and quality. In this scenario, although management is aware – it does nothing. By ignoring unseen costs and tolerates inefficiencies, this leadership fosters bureaucracy that leads to eventual organizational stagnation. Here is why:

  1.  Inception & Evolution: This is the period when an idea is transformed into business. It may be a very small organization of one person or expanded to include larger groups to meet the business needs. An organization could vary from “vague” to a clear hierarchy with a “command and control” structure. Oftentimes, organizational evolution develops in the decentralized model.
  2.  Congeal Phase: This phase is the “critical mass” of the organizational when issues become recognized. There may be a serious decline in sales. Competition, new technologies, a failure to meet the customer needs and expectations, a history of poor product development and introduction or poor marketing may all be contributory factors in reduced sales and be the catalyst for the business owner to change the approach to the business organization.
  3.  Bureaucratization: The autocratic control of an owner may at times only be changed through the realization that bureaucracy is undesirable and can be a barrier. The policies, procedures and practices of the business may be restrictive and hinder growth, communication or efficiency. The term “bureaucratization” evolves from growing hierarchy and functional differentiation.
  4.  Differentiation Phase: Promoting products and services that are unique and possess intrinsic values for your Customers are significant in attracting “niche” markets.
  5.  Stagnation: A business owner may not realize that in order to optimize business value, changes in the way the business is run will be necessary. The delegation of responsibilities, training of staff and implementation of strategic plans may be areas that are not internalized, nor control change. This organizational model, similar to Taylor’s philosophy and methodology, renders work force pathways as limited and erects obstacles for improvement.
  6. Litmus Test: Will this organizational evolution address your business needs to meet your competitive environment? Does it provide a process to eliminate waste and variation? Does it provide an alternative for improvement and performance?

No Vision | No Change Control | Actions and Decisions without recognizing Outsourcing consequences

Still, other management styles focus on expenses, only. This is a very shortsighted approach that can have substantial consequences and even jeopardize the survivability of the company. Beginning in the early 1990s, many corporations selected that option solely based on cost savings.  Often times those “savings” evaporated, in context of poor service,  poorly educated support staff, service provider’s  unrealistic service expectations, cultural and language differences that also hindered business and organizational needs. For the past 5-10 years, those poorly thought out decisions have have been reversed and aligned to marketplace needs.

Sustainability & Quality Vision | Continuous Improvement | Future Sustainability & Quality Enterprise

If your Leadership style is based on facts and broadly views all costs in your organization landscape, then focusing on how to deliver products and services in an efficient manner will reap short-term gains and lay the foundation for long-term efficiencies. Here are some potential changes in behavior:

  1.  Inception & Evolution: This is the period when an idea is transformed into business.
  2.  Congeal Phase: This phase is the “critical mass” of the organizational when issues become recognized. .
  3.  External & Internal Transformation: External leadership who bring new methodologies and enterprise planning to the business can visualize end-to-end organizational improvements, from Suppliers to Customers,  provide strategies that sensitive to the environment, enrich brand image, engage with the business community and reap tangible benefits.
  4.  Differentiation Phase: Promoting products and services that are unique and possess intrinsic values for your Customers are significant in attracting “niche” markets.
  5.  Innovation: Innovation is assembled from creativity, ideas, strategies, processes, and most important the right human elements and a spirit of entrepreneurship. Innovation can be applied to your existing business environment to increase customer satisfaction, increase profitability, decrease waste and become more in tune with the marketplace.
  6. Integration: After Transformation initiatives are executed and implemented, a leader recognizes that seamlessness may not be apparent in the controlled change. So, integration links groups in organizations, based on your new business paradigm and avoiding relapses to “old ways”, to apply their new knowledge in the “new” system with support to its stakeholders and the vision.
  7.  Sustainability & Quality: Transformation is modeled with foundations for better leadership, based on these two lessons: The leanest will be more competitive [Lean Six Sigma]. The leanest will be better stewards and create a better chance of making the future a success [Sustainability]. All resources are finite, but the journey to pursue excellence is based on optimizing profitability: Sustainability + Quality + Continuous Improvement = Optimizing Profitability
  8.  Litmus Test: Will transformation create opportunities for increased performance, reduced costs, provide for growth of brand and attract quality employees? The results indicate it will provide your organization with those opportunities and establish a Continuous Improvement process to refine and meet your future competitive landscape.

Opt For Managed Change
Competitive advantages come from Continuous Improvement. It begins with a study of the market landscape, urgent application of lessons learned, improved quality and innovation of Products and Services to gain market leadership and customer allegiance. We facilitate that shedding process to help your organization transform by investigating quality, scrutinizing costs and providing expertise in performance areas. Lean Six Sigma provides tools to integrate and improve a vast array of elements and corporate resources to align with your company’s efforts and direction. Here are a few areas:

  1.  Sustainability strategies
  2.  Corporate Social Responsibilities
  3.  Customer engagement
  4.  Employee engagement
  5.  Change management
  6.  Strategic planning
  7.  Operational efficiency
  8.  Operational redesign
  9.  Outsourcing
  10.  Strengths development
  11.  Innovation
  12.  Management evaluation tools
  13.  Leadership development
  14.  Supplier relationships and alignment

Read Full Post »

What’s next? Change Now and Reap Rewards – Part 3 of 3
As mentioned in the previous article, your internal processes are key to identifying your target market to consider and promote sustainability:

1. Every customer is a diamond in the rough, potentially precious. Take GOOD care of each of them, especially the repeat customer.

2. Reevaluate your entire pricing structure. Maintain your margins by market testing increase or decrease pricing strategies.

3. Don’t rely solely on the web. Be proactive and meet the people loyal to your products and services.

4. Evaluate your core business needs. Assess and increase its value. Don’t loose your focus.

5. Managing resources are important and employees are usually the key resource often overlooked. Keep your employees in the communication loop regarding change and how the change process will be implemented.

6. Know your strategic value to the market. Do you provide products and services on cost, quality, flexibility, service timeliness, partner relationship or other areas?

7. A recession is an opportunity to increase the quality of your human resources. Hire quality people for open requirements. Be methodical. Take you time in assessing the candidates. Make the best decision for your company. Remember, change can be a catalyst to improve your organization and morale.

8. Refinement and prototyping extend your knowledge on how your business can be improved. During a recession, your efforts can quickly pay-off when the market opens up, when cost reductions are replaced with productivity, or when new product or service introductions have been postponed.

9. Cash flow is the life beat of your company. Monitor it. Keep you accounts receivable, timely, current and limit bad debts.

10. Cost reduction is important in a recession, but understand the consequences. Know where to reduce. Look for efficiencies in processes. Increase your productivity through reduced costs.

11. Look for strategic investments for they may get a price break during a recession. Focus on new processes, equipment or technology that produces efficiencies, productivity, quality and cost reduction. Most importantly, recognize the project implementation’s lead-time and plan accordingly.

Source: Jarvis Business Solutions, LLC, © 2009, For services: www.JarvisBusinessSolutions.com

Read Full Post »

%d bloggers like this: