Large scale change

Foundations Of Senior Management

Senge's five disciplines
- Personal mastery
- The creative use of mental models
- Building a shared vision
- Team learning
- Systems thinking

Remult
- Distorted perception
- Dulled motivation
- Failed creative response
- Political deadlocks
- Action disconnects

Diagnosis
- Where are you now?
  - Description
- Where do you want to be?
  - Identify objectives and constraints
- How will you know when you get there?
  - Formulate measures for your objectives
Design
- How can you get there?
  - Generate a range of options
- What will it be like?
  - Model options selectively
Implementation
- Will you like it?
  - Evaluate options against measures
- How can you carry it through?
  - Design implementation strategies
  - Carry through the planned changes

Characteristics
- Broad, sustained, medium to long-term approach
- It draws on findings and methods of behavioural science
- It is process-orientated, rather than goal-orientated
- It involves a facilitator role
- It is participative
Seven stages
- Agree organisational purpose/mission
- Assess the outter and inner contexts
- Gather data
- Gain involvement
- Set targets for change
- Implement change and development activities
- Evaluate and reinforce changes
  - Monitor and communicate success
Where to intervene?
- Individual
- Group
- Inter-group
- Organisation
Scope of change activities
- Behaviour
  - What is happening now?
- Structure
  - What is the required system?
- Context
  - What is the setting?

Seven principles

Hammer, 1990
- Organise around outcomes, not tasks
- Have those who use the output of the process perform the process
- Subsume information-processing work into the real work that produces the information
- Treat geographically dispersed resources as though they were centralised
- Link parallel activities instead of integrating their results
- Put the decision point where the work is performed and build control into the process
- Capture the information once and at the source

Eight steps
- Gain management control
  - The development of cach flow forecasts
  - Centralised control of cash and loan facilities
  - Expenditure controls over capital and revenue items should be immediately implemented
  - Inventory controls should be introduced
  - Debtor controls
  - Improved security
- Establish and communicate credibility with stakeholders
- Assess existing managers and replace if necessary
- Evaluate the business
- Action planning
- Implement organisational change if appropriate
- Motivate management and employees
- Installation or improvement of budgetary systems

Please send your comments to webmaster@churcher.com. This document was updated 17/11/98.