Organizational Transformation

Change is easy. Do nothing and things will change, although likely for the worse. Improvement on the hand is difficult. It demands not only change, but change for the better.  The Performance Improvement Toolkit  –Robert Gerst

Organizational transformation . . .to what? From where? Why?

The Answer: from Hierarchical Command & Control to  Systems Thinking & Leadership.

The current model of management  is a prison built of archaic ideas constraining productive change, innovation, and performance. It attempts to optimize overall system performance  by optimizing the performance of individual system components. The results are organizational silos, internal competitiveness, abundant shinny penny projects and other bureaucratic behaviors destructive of  efficient,  effective, and  flexible operations.

 

 

 

 

 

 

The new model of management is focused on optimizing performance of the system, not its parts. This meas focusing on the  flow of products and services through the value streams flowing horizontally across departments, assets, technologies to customers. These are Lean organizations, adapting the lessons of  Continuous Improvement, Process Physics, the Toyota Production System and Evidenced-based management, in building a new management of System Thinking & Leadership. 

 

 Two Management Models

 

Command and Control
Systems Thinking & Leadership
Hierarchy, Function Silos Organization Process, Cross Functional Teams
Managers direct Management Task Managers teach/enable
Benchmarking, Best Practice Performance Targets Ideal, Perfection
Blame People Problem Solving Analyze System
Individual Rewards Group sharing
Are the  enemy Suppliers Are allies
Guard it Information Share it
Increase Volume, Cut People Cost Reduction Removing Waste, Reduce Variation
Boss Focus of Employee Work Customer
Experts Driven Processes