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|
|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|