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E dward law built to change - mgmt reset needed
1.
Built to Change:
Management Reset Needed NHDRN Conference Edward E. Lawler III Marshall School of Business November 17, 2011 Center for Effective Organizations Bangalore, India University of Southern California © 2011 University of Southern California
2.
Drivers of the
“New Normal” Technological Change Drivers of Agility Globalization The New Normal: Faster and Faster Change Workforce Change Financial, Social and Environmental The Rise of Accountability Community Drivers of Responsibility The Rise of Environmental Concerns © 2011 University of Southern California 2
3.
Signs of Change
But look at 2006 through a different lens and you'll see another story, one that isn't about conflict or great men. It's a story about community and collaboration on a scale never seen before. It's about… Wikipedia…YouTube and …MySpace. It's about the many wresting power from the few and helping one another for nothing and how that will not only change the world, but also change the way the world changes. © 2011 University of Southern California
4.
The B2∆ Model •
Why does planned change go so wrong so often? 1) We need better models, tools, and processes of organization change and development. 2) The concept of “stability” is a pervasive assumption in principles of organization design and buried deep in the managerial psyche. Most organizations are “anti-change.” • Avoiding the “In Search of Excellence” trap. © 2011 University of Southern California CW95R (4)
5.
Nature of Episodic
vs. Continuous Change Episodic Change Continuous Change Amount of Change Amount of Change Time Time Relatively long periods of Relatively higher levels stability are punctuated by of change over long short bursts of periods of time transformational change © 2011 University of Southern California
6.
Implications of Episodic
vs. Continuous Change Episodic Change Continuous Change Amount of Change Amount of Change Time Time • Change capability lacking – rented when • Change capability embedded in needed organization design • Focus on efficiency over innovation • Focus on ambidexterity • Stability = Effectiveness • Change = Effectiveness • Change = Enemy • Stability = Enemy • Performance reflects change pattern • Performance reflects change pattern • Decision making centralized • Decision making shared/decentralized • Resources allocated through budgets • Resources allocated through accountabilities © 2011 University of Southern California
7.
From Omar El
Sawy, USC Marshall School of Business © 2011 University of Southern California EL14V
8.
The Four “Ways”
of An Agile, Sustainable Management Organization The way value is created …utilize a differentiated future focus, a sustainability-friendly identity, and a robust strategic intent The way work is organized …employ a “maximum surface area” structure, a flexible resource allocation system, transparent information, and a dynamic work system The way talent is treated …focus on human capital development and flexible reward systems The way behavior is guided …leverage a shared leadership philosophy and a remodeled board of directors © 2011 University of Southern California 8
9.
SMO Performance Management Principles
Establish a balanced scorecard that includes social and environmental goals as well as performance objectives Set talent development objectives that include the acquisition of sustainability related competencies, including collaboration, networking, relevant subject matter knowledge, and so on Don’t assume an annual appraisal is often enough – agility requires relatively short cycle times of project progress taking Use web-enabled technology to support flexible performance management processes © 2011 University of Southern California 9
10.
SMO Talent Principles
Build a “Travel Light” Talent Brand to Support Agility Use Competencies to Drive Talent Management Identify Pivotal Work Skills Create Career Diversity – Give Individual Choices Make Career Management the Individual’s Responsibility © 2011 University of Southern California 10
11.
The “Ways” of
a Sustainable Management Organization My definition of leadership is very simple: if you positively influence someone, you are a leader. Paul Polman, CEO Unilever I think we are at the end of a difficult generation of business leadership. Tough-mindedness…was replaced by meanness and greed. The richest people made the most mistakes with the least accountability. In too many situations, leaders divided us instead of bringing us together. Jeff Immelt, CEO G.E. The way behavior is guided …leverage a shared leadership philosophy and a remodeled board of directors © 2011 University of Southern California
12.
MANAGEMENT APPROACHES
MEANS To what extent do the following approaches describe how your organization is managed? USA1 CANADA2 AUSTRALIA3 EUROPE4 UK5 INDIA6 CHINA7 Bureaucratic (hierarchical structure, tight job 2.8 2.5 2.8 2.6 2.7 2.6 2.8 descriptions, top down decision making) Low cost operator (low wages, minimum benefits, focus on cost reduction and 2.067 1.867 1.967 2.167 2.27 2.91234 2.812345 controls) High involvement (flat structure, participative decisions, commitment to 3.07 3.1 3.27 3.27 2.9 3.1 2.7134 employee development and careers) Global competitor (complex interesting work, hire best talent, low commitment to 2.77 2.346 2.6 3.127 3.07 3.227 2.31456 employee development and careers) Sustainable (agile design, focus on financial 3.3 3.67 3.5 3.4 3.4 3.77 3.026 performance and sustainability) Response Scale: 1 = Little or Not Extent; 2 = Some Extent; 3 = Moderate Extent; 4 = Great Extent; 5 = Very Great Extent 1234567 Significant differences between countries (p ≤ .05) © 2011 University of Southern California
13.
“There is nothing
wrong with change, if it is in the right direction.” – Winston Churchill © 2011 University of Southern California
Notas do Editor
Notes______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________