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Organizational Diagnosis for Strategic Partner
Organizational Diagnosis 1. Define an organizational architecture 2. Create an assessment process 3. Provide leading for improvement of practices. 4. Set priorities.
Organizational Organizational Diagnosis Diagnosis 1. Define an organizational architecture STAR organization model (Jay Galbraith) (strategy, structure, rewards, process, system) 7-S organization framework (McKinsey&Co.) (strategy, structure, system, staff, style, skill, and superordinate goals or shared values) TQA. (Malcomb Baldrige Award for Quality)
Organizational Organizational Diagnosis Diagnosis Architecture Architecture Strategic Intent : What are we trying to Accomplish ? Shared Mindset : What we want to be known for by our customers ? Competence Pillar
Consequence Pillar
Governance Pillar
Work Process / Capacity for Change Pillar How able are we to manage the work process and to change in order to accomplish out strategy ?
What are the competencies we require to accomplish our strategy ?
What are the standard and consequences required to accomplish our strategy ?
What is the organization we need to accomplish our strategy ?
Staffing Development
Appraisal Rewards
Organization Design Work Improvement Policies Change Process Communication Learning for Change
Leadership : What is the quality of leadership given our strategy ?
Organizational Diagnosis 2. Create an assessment process Turns the architecture into an assessment tools. Factors identified in the architecture become audit questions with which to probe the organization~s strength and weakness. (6 factors, 1-10 rating scales, and practices for improvement)
Organizational Organizational Capabilities Capabilities Assessment Assessment Strategic Intent : What are we trying to Accomplish ? Factors
Question
1. Shared Mindset
Does my firm have the right shared mindset ?
2. Competence
Does my firm have the required competencies to reach future goals ?
3. Consequence
Does my firm have the right performance management system to reach future goals ? Does my firm have the right org. structure, comm.systems, and policy to reach future goals ? Does my firm have the ability to improve work process, to change, and to learn in order to reach goals? Does my firm have the leadership required to reach future goals ?
4. Governance 5. Work Process 6. Leadership
Rating (1-10)
Practices
Organizational Diagnosis 3. Provide leading for improvement of practices. Must go beyond assessment to improvement. Generate possible alternative actions and practices for each of six organizational factors. HR. professional should take the lead in proposing, creating, and debating best practices in cultural change, competence, consequence, work process, and leadership improvement.
Organizational Organizational Capability Capability Practices Practices Strategic Intent : What are we trying to Accomplish ? Shared Mindset : What we want to be known for by our customers ? Competence Pillar
Consequence Pillar
Governance Pillar
Work Process / Capacity for Change Pillar
Competence Audit and Enhancement 1. Staffing (Buy) IN / UP / OUT 2. Develop (Build) Competence to Result Individual to Team Shelf to Tailored General to Process
Building Performance Management System 1. Key Performance 2. Measurement Behaviors+Outcomes Individual & Team 3. Rewarding Finance&Non Finance
Organization Design and Communication 1. Process Design 2. Removing Boundaries 3. Communication Plan 4. HR. Engagement 5. HR. Empowerment 6. HR. Managing Policies
Reengineer Process and Manage Change 1. Identify Processes 2. Select Process Champion 3. Streamline Processes 4. Profile Capacity for Change and Increase Learning Capability 5. Generate Ideas
Shared Leadership : Organizational Capability, Personal Credibility, Real Change Leaders, and Middle Managers as Leaders.
Organizational Diagnosis 4. Set priorities. Focusing on the most important by use 2 basic criteria to evaluate. 1. Impact
(Alignment, Integration, and Customer Focus)
2. Implementability
(Resources and Time)
Capability -Practices :: Priorities Capability-Practices Priorities Setting Setting HR.Practices 1. Competency-based hiring 2. Succession planning 3. Career development 4. Action-learning programs 5. Leadership development 6. Team-based incentives 7. Flextime work 8. Flexible benefits
Impact Implementability
Capability -Practices :: Priorities Capability-Practices Priorities Setting Setting High
Best Priority
High Impact & *Implementability
Impact Impact Alignment Integration Customer
Low
Resources Difficult Implement Implement Time
Easy
Capability -Plan :: Priorities Capability-Plan Priorities and and Support Support Strategic Intent
Priorities
TIME (in months)
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Ongoing Ongoing Support Support Activities Activities
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Kurt ’s Model Kurt Lewin Lewin’s Model for for Change Change
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Key Key Factors Factors of of Managing Managing Change Change Commitment Commitment Enablers Enablers
Structure Structure Policy Policy Communication Communication Recognition Recognition Reward Reward
Leadership Leadership Energy Energy&& Engagement Engagement
KEY FACTORS
Resources Resources
People People Money Money Technology Technology Skills Skills Time Time
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Becoming Change Agent
(Make Initiatives Happen)
Response to Change Initiative Initiative Changes Changes Process Process Changes Changes Cultural Cultural Adaptation Adaptation
1. Initiative Changes Implement new programs, projects, or procedure. Align with strategic planning. Implement as part of an managementimprovement process. Like the daily a body needs.
2. Process Changes Focus on the way in which work get done. Identify core processes. Improve those processes through work simplification, value-added assessments, and other reengineering efforts. Like the body system.
3. Cultural Adaptations Occur within a firm when the fundamental ways of doing business are re-conceptualized. Identity of the firm is transformed both for employees and customers. Like the soul and mind.
Culture Culture Change Change :: Changing Changing Mindset Mindset 1. Define and clarify the concept of culture change. 2. Articulate why culture is central to business success. 3. Define a process for assessing the current culture, the desired future culture, and the gap between the two. 4. Identify alternative approaches to creating culture change. 5. Build an action plan that integrates multiple approaches to culture change.
Culture Culture Change Change :: Changing Changing Mindset Mindset 1. Define and clarify the concept of culture change. Culture as unchangeable VS. as totally malleable. Culture embedded and rooted in a firm~s history. Behaviors and practices of a firm~s employees. Shared mindset or automatic thoughts common among the individuals within that firm. Lead individuals to think and act without conscious.
Culture Culture Change Change :: Changing Changing Mindset Mindset 2. Articulate why culture is central to business success.
Culture affects the performance of a business. Employees who share a culture are more likely to be unified in their actions, and affects performance. It helps a business to focus its resources, to penetrate its markets, to meet customer needs, and to accomplish strategic goals. Cultural consensus with performance curve. Culture can become the fingerprint of organization. New culture must fit changing business needs.
Culture Culture Change Change :: Changing Changing Mindset Mindset 2. Articulate why culture is central to business success. High Performance Low
Low Cultural Unity
High
Culture Culture Change Change :: Changing Changing Mindset Mindset 2. Articulate why culture is central to business success. CORPORATE CULTURE UNITY APPLE = Simple, Easy, Friendly BULL = Challenger FUJITSU = Japanese, Reliable, Multiactivity HEWLETT-PACKARD = Quality, Value IBM. = Safe Choice, Tried and True MICROSOFT = Creative, Easy to Use, Success SUN MICROSYSTEM = Hot, Powerful
Culture Culture Change Change :: Changing Changing Mindset Mindset 3. Define a process for assessing the current culture, the desired future culture,and the gap between the two. 1. Ask a group of employees to audit shared mindset. 2. Cluster the similar responses and measure of the degree of „sharedness… (75% of the responses). 3. Ask a group of customer and cluster responses. 4. Compare the answers of those inside and outside.
Culture Culture Change Change :: Changing Changing Mindset Mindset 4. Identify alternative approaches to creating culture change.
Top Down (Directive)
Side to Side (Process Reengineering)
Bottom Up (Empowerment)
Culture Culture Change Change :: Changing Changing Mindset Mindset 5. Build an action plan that integrates multiple approaches to culture change. None of the approaches to culture change is pure. Taking a holistic approach to instilling new mindset. To build an action plan for implementing culture change, the seven critical success factors for change should be considered.
Culture Culture Change Change :: Changing Changing Mindset Mindset Key Success Factors 1. Leading Change
Action Plan Considers Identify a sponsor for change effort.
2. Create a Shared Need
Ensure the rationale is tied to business results.
3. Shape a Vision
Articulate the desired outcomes.
4. Mobilize Commitment
Identify key stakeholder to accept the desired culture.
5. Modify System&Structure 6. Monitor Progress
Realign and redo HR.practices. Track and measure the new culture.
7. Make it last
Take action, assign and time, and activities.
Culture Culture Change Change :: Changing Changing Mindset Mindset Four Master Roles of HR.Professional to Cultural Transformation 1. Catalyst / Champion / Sponsor. 2. Facilitator. 3. Designer. 4. Demonstrator.
Tips Tips for for Success Success
Transfer short term memory into long term practices