Transitioning to agility: creating the 21st century enterprise
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Reading, Mass. [u.a.]
Addison-Wesley
1997
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXVII, 350 S. |
| ISBN: | 0201634961 |
Internformat
MARC
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| 245 | 1 | 0 | |a Transitioning to agility |b creating the 21st century enterprise |c Alvin O. Gunneson |
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| 650 | 4 | |a Organizational change |x Management | |
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Datensatz im Suchindex
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|---|---|
| adam_text | Contents
Acknowledgments xvii
Introduction xxi
1 Welcome to the Age of Agility 1
The Architecture of Agility 5
Serving One Customer at a Time 7
Forget Products—You re Selling Knowledge 9
People as Major Assets for Agility 10
Six Essential Conditions for Agility Empowerment 22
2 Whatever Happened to Total
Quality Management? 21
What Went Wrong? 23
Management Did Not Adjust 24
Executives Used a Repressive Management Style 25
Fear and Distrust Suppressed Ideas and Risk Taking 27
Companies Operated with an Incomplete
Improvement System 27
Companies Did Not Implement the Process Correctly 28
Companies Focused on Motion, Not Movement 30
The Process Was Not Strategy and Business
Plan Driven 31
vii
viii Contents
Companies Had No Formal Total Quality
Management Process 32
Companies Got Close to the Customer Too Early 33
Companies Scrambled to Benchmarking Too Quickly 34
3 Are You Ready for Agile
(or Any Other Change Process) 35
Test Your Maturity 35
Organization Maturity 36
Management Maturity 38
People Maturity 40
Teamwork Maturity 42
Processes Maturity 44
Why You Probably Have Some Challenges Ahead 47
Continuous Transitioning to Agility 47
Reality—Understanding the Market Dynamics 50
General Electric s Work Out Change Process 53
Planning, Planning 56
4 Launching the Continuous Transitioning
System: Where Are You Now? 59
Commandment 1: Know Thy Customers 59
Customer Satisfaction Market Research 60
Intuitive Customer Research 67
Must Customer Research Be First? 69
Commandment 2: Do Unto Your Employees 71
Internal Performance Assessment 71
Cost and Efficiency Profile 71
Plan the Assessment 72
Involve Union Leaders Early 72
Brief the Employees 73
Handle Downsizing Concerns 74
Do the Internal Assessment 75
Contents ix
Develop Analysis, Recommendations, and
Path Forward Consensus 77
Protect Unit Confidentiality 78
Commandment 3: Get Path Forward Consensus 78
Get Real Commitment 80
Do Not Expect to Get Unanimous Buy In 80
Watch Out for Hidden Agendas and the
Entrenched Culture 81
Launching the Continuous Transitioning System:
A Checklist Guide 82
5 Planning Continuous Transitioning System
Development and Application: Where Do
You Want to Go? 85
Plan for the Continuous Transitioning System:
Get the Right Players 85
Oh No, Not Another Meaningless Workshop 86
Select the Participants 89
Role of the Senior Staff 89
Role of the Workforce 91
Role of Union Leaders 91
Participant Characteristics 92
Develop the Continuous Transitioning System:
Frame the Direction 93
Transitioning Should Not Be a Cause for Worry 94
Develop Vision and Strategy 95
Get the Strategy Right 96
The Alcoa Vision 97
Design the Process to Manage the Continuous
Transitioning System 100
Infrastructure Carries the System—Trust Me Here! 102
Develop an Organizational Transitioning Framework 105
Develop a Cultural Transitioning Framework 108
Develop a Process Design and Partnering Framework 210
c Contents
Plan the Details: How to Get There 222
Plan for the Continuous Transitioning System
Application Workshops 223
This Is Management Adjustment Time, Not Labor 224
Tailor the Continuous Transitioning System to the Units:
Application Workshops 224
Apply Vision 225
Apply Values 226
Apply Management Infrastructure 226
Apply Organizational Transitioning 227
Apply Process Redesign 227
Awareness: Getting Everybody Aboard 227
Implementing the Continuous Transitioning System:
Make It Happen 229
This Is Waterloo Now Please Hear This! 229
Make Management Walk the Talk 222
Ensure Advanced Workforce Utilization 222
Select Work Processes for Improvement 222
Get Sufficient Coaching 222
Don t Wait for Training 223
Planning Continuous Transitioning System Development and
Application: A Checklist Guide 125
6 Transitioning the Organization 129
Function Versus Process 230
Topple the Silos 232
Consolidate Duplication 232
Break Them Up 232
Worst Case, Blow It Up 233
No Turf to Fight Over 235
Keep the Agony Short 236
Housecleaning at Headquarters 236
Co locate Process Employees 138
Reorganizing Doesn t Always Mean Downsizing 239
Transitioning the Organization: A Checklist Guide 140
Contents xi
7 Transitioning the Leadership 143
Drive the Change 144
Senior Staff Must Be the Change Agents 245
From Management to Leadership 147
Strategic, Vision Based Leadership 249
Can Transitioning Succeed Without CEO Participation? 150
Hurting the Organization They Love 252
Leadership Will Have New Rules 252
Management Is a Service Too 253
The New Age Leader 253
The Knobs Have Changed 254
Leadership Is Getting More Complex 254
Micro Managing Is Out 256
Create Openness and Trust 256
Take More Risks 158
Syndicate Leadership 260
The Coaching Imperative 260
Transition the Leadership: A Checklist Guide 162
8 Transitioning the Culture 165
The Executive Creates the New Culture 266
Taylor Is Dead. His Style Must Be Buried 168
It Can t Be a Total Democracy 169
Secret to Cultural Transitioning 270
Cultural Transitioning Starts First 272
Liberate Your People 272
It s the Culture, Stupid 273
Cultural Transitioning by Results 275
More Is Better 276
Don t Lose Sleep Over Resistance 277
Transitioning the Culture: A Checklist Guide 177
di Contents
9 Transitioning the Workforce 181
Value Intellect 181
Jobs Are History 183
Intellectual Advancement 184
Don t Create an Organization of Generalists 185
Don t Forget the Contractors 187
Leverage Your Intellectual Capital 188
Intellect Over Equipment 189
Intellect Increases the Value of the Company 189
Intellectual Capability Utilization Index 190
Many Sitting Executives Cannot Make the Change 191
Continuous Learning Requisite 192
Don t Lose Lessons Learned 193
Empowerment Cannot Be Dictated 194
Drive Out Fear 195
Supervisorless Culture 197
Peer Fear 297
Look to Role Reversal 199
Workforce of Businesspeople 199
Create an Innovating Culture 201
Change Hiring Practices 201
Years of Job Experience Count Little 202
Deep, Overlapping T Skill Sets Are Important 202
Attitude Is King 202
No Prima Donnas with Fancy Degrees 204
Interesting, Diverse, Relevant 205
New Employee Orientation 205
Transitioning the Workforce: A Checklist Guide 207
10 Transitioning the Processes 209
Differentiate the Process Improvement Goals 211
Burn the Bureaucracy 222
No Politics 222
Contents xiii
Emphasize Capability Over Production 223
Be Conceptually Flexible and Fluid 214
Everything s a Business 225
Gotta Get Together 226
No Limits 227
Everything Takes Ten Times Too Long 227
Elements of High Performance Processes 218
Process Transitioning 229
Create Value Added Core Processes 220
High Performance Core Processes 220
Use Your Best People 222
Eliminate the Handoffs 222
Self Renewing Processes 224
Integrate Suppliers 224
Link Up While You Can 228
The Information Engine 228
Share Business Information 230
11 Teams: The Heart of Agility 233
Levels of Team Performance 236
Function Teams 236
Process Teams 238
Self Managed Teams 239
Business Teams 242
Agile Teams 242
Another Way to Read the Matrix 244
Organize the Process Team Migration 246
Develop the Organization 246
Address the Concerns of the Supervisors 248
Involve the Workforce 250
Establish Team Management 252
Provide Leader Training 252
Form Teams 254
Develop Teams 255
V Contents
Launch Self Managed Teams 257
Clarify the Mission 259
Establish a Philosophy 261
Define the Business Processes 262
Analyze the Processes 263
Define the Work System 264
Establish Business Process Transitioning Teams 266
High Performance Team Indicators 275
Challenging Objective 275
Shared Leadership 275
Commitment to Each Other 275
Mutual Respect and Trust 276
Skilled, Open Communication 276
Joint Responsibility 276
Emergent Decision Making 276
Exploration of Differences 277
Self Evaluation and Adjustment 277
Continuous Learning 277
12 Partnering for Agility 279
Benefits of Virtual Partnering 279
Absolutes of Virtual Partnering 283
Choose Your Partners Well 283
Treat Partnering as a Contact Sport 284
Establish a Clear Mission with Shared Objectives 286
Standardize the Enterprise 287
Create the Electronic Library of Agility 287
Get Money on the Table 290
Set World Class Goals 292
Manage by Milestones and Data 292
Develop a Tight Management System 293
Use Market Based Costing 293
Work Out Simple, Flexible Legal Agreements 294
Contents xv
Integrate the Virtual Partners 295
When Should You Not Consider Virtual Partnering? 296
13 Transitioning to Agility in a Small Company:
A Case History 299
The Setting at New York Fasteners, Inc. 299
Selecting a New Age President 301
The Approach 301
Industry, Market, and Customer Research 302
Internal Performance Analysis 303
Strategic Plan Development 305
Strategy for Growth 305
The Competency Product 306
Defining the Core Processes 307
The Information Engine 308
Human Resource Development 309
Building Team Based Facilities 312
The Results 313
14 The Agile Realization Center:
A Case History 315
Failure Mode Analysis 316
Research and Learning Phase 317
The Mission 318
Organizational Considerations 318
A Team of Teams 319
Resource Teams 321
Choosing the Agile Realization Center Leadership 322
Unexpected Resentment 322
Project Team Leadership 323
The Beginnings 324
The Physical Plant 324
Manufacturing—First Among Equals 325
i Contents
Layout Enhances Linkage 325
Hiring Practices 326
Principles Became a Key Hiring Tool 327
Hiring Mistakes Were Admitted Early 327
First a Contractor, Then an Employee 328
Attitude Is the Problem Every Time 328
Rewards and Recognition 329
Product Realization Process 330
It s Not the Technology—It s How It Is Put Together 331
Workforce as Engineering Aids 332
15 It s 2006—Are You Agile Yet? 335
Epilogue 335
Bibliography 339
|
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| spelling | Gunneson, Alvin O. Verfasser aut Transitioning to agility creating the 21st century enterprise Alvin O. Gunneson Reading, Mass. [u.a.] Addison-Wesley 1997 XXVII, 350 S. txt rdacontent n rdamedia nc rdacarrier Corporate culture Organizational change Management Strategic planning Flexibilität (DE-588)4125037-0 gnd rswk-swf Unternehmen (DE-588)4061963-1 gnd rswk-swf Organisation (DE-588)4043774-7 gnd rswk-swf Flexibilität (DE-588)4125037-0 s Organisation (DE-588)4043774-7 s Unternehmen (DE-588)4061963-1 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007721912&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Gunneson, Alvin O. Transitioning to agility creating the 21st century enterprise Corporate culture Organizational change Management Strategic planning Flexibilität (DE-588)4125037-0 gnd Unternehmen (DE-588)4061963-1 gnd Organisation (DE-588)4043774-7 gnd |
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| title | Transitioning to agility creating the 21st century enterprise |
| title_auth | Transitioning to agility creating the 21st century enterprise |
| title_exact_search | Transitioning to agility creating the 21st century enterprise |
| title_full | Transitioning to agility creating the 21st century enterprise Alvin O. Gunneson |
| title_fullStr | Transitioning to agility creating the 21st century enterprise Alvin O. Gunneson |
| title_full_unstemmed | Transitioning to agility creating the 21st century enterprise Alvin O. Gunneson |
| title_short | Transitioning to agility |
| title_sort | transitioning to agility creating the 21st century enterprise |
| title_sub | creating the 21st century enterprise |
| topic | Corporate culture Organizational change Management Strategic planning Flexibilität (DE-588)4125037-0 gnd Unternehmen (DE-588)4061963-1 gnd Organisation (DE-588)4043774-7 gnd |
| topic_facet | Corporate culture Organizational change Management Strategic planning Flexibilität Unternehmen Organisation |
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