MBA 755 – Reflections on Module 5 Concepts.
What trend and pattern information does your organization pay attention to?
My company tends to pay attention to trends in the foundry market as well as growth in metal melting in China and Eastern Europe. Patterns seems to be focused on monitoring of days receivable and potential bankruptcies in the USA. Also tend to watch where our competitors are challenging us and what products or imitation of products they are bringing to market.
Could scenario planning be effectively used in your organization?
Yes, I think using it plan for further consolidation in the supplier side as well as the metal melting side. Mittal continues to purchase blast furnaces in the USA and globally. What would happen if Mittal decides to vertically integrate into refractories, by acquiring refractory companies - like the Japanese steel producers? Or would the Japanese steel producers decide to sell off their refractory companies? Additionally, there are suppliers that will vertically integrate up and start producing refractories and challenge their customer base.
All of these scenario may be feasible and should be explored, so indicators of this occurring can be developed and watched. Global environments tend to change quickly and there are usually no real surprises if you are on the lookout for the correct indicators.
In what ways could you personally use scenario planning?
Scenario planning would be good at creating a future for myself and how the strategically plan out how to exploit my MBA degree in the market place. It would also be good for me to scan the current environment and start recognizing what kinds of opportunities there are out there for me. The "green" trend should have plenty of opportunities to seize.
Scenario planning would also allow me to set lofty, but achievable goals and objectives. Plan out training and further education that would position me for different jobs, etc.
What do you see as the principal disadvantages of employing the scenario approach to strategic planning?
Scenarios are not strategic planning and should not be used as such. They are separate approaches. Scenario planning allows a company to scan the current environment, look at numerous trends and decide what the possible future will be. The important aspect of scenarios is developing and/or using key indicators that validate the scenario. If indicators start painting a clear picture of the future, then strategic planning can used to address the emerging trends quicker than the competition.
Setting strategic plans based solely on scenarios can be dangerous and lead the company down the wrong path. Scenario are based on assumptions and views of current trends. Strategic plans need address current environments and mid-term environments. These strategic plans however do need to be flexible enough to revise them if scenarios start to become realities.
Monday, June 4, 2007
Friday, June 1, 2007
MBA 755 – Reflections on Module 4 Concepts.
MBA 755 – Reflections on Module 4 Concepts.
Which of the change models you were introduced to seems to make sense to you? Why?
Actually all of the change models make sense and have their proper application. The power-coercive works to get the ball rolling or is necessary for strong resistance to change. But the leader must be at the for-front of this change model. Based on my evaluation of Jack Welch in our readings - he used the power-coercive to get people off their asses. This always needs to have parallel models of normative-reeducation and rational-empirical strategies that support the main intent of the change. Once you have gotten through to people the normative-reeducation is the best way to improve the intelligence and knowledge of the workforce. This will also facilitate the collaboration of people and the development of cross-functional teams. Then based on the fact that majority of people (men specifically) will look to reasoning and logic to rationalize the change will require rational-empirical strategies.
So in summary all of the change models are needed, it just depends how one uses them for organizational change. Different people, even connected in team, need different messages and "handling" of their emotions/feelings. A leader will probably need to use all three of the major organizational changes, but the long-term cultural changes will reflect the efforts of the education strategy.
What criteria seem to be particularly appropriate for use in selecting an option for organizational renewal?
The leader will have to evaluate themselves and the impacted workforce. Renewal and change must start at the very top of the organization. The CEO/COO etc must lead the change efforts and believe in it. They also must evaluate the resistance from their direct reports and ensure their efforts filter their intent of change downstream.
The main criteria that deems one change strategy above another depends on the degree of complacency and strengthen of the workforce. The more power-coercive strategies that have been used through the years will impede the use of reeducation strategies.
How could your choice of criteria vary if the organization was a non-profit?
I already basically answered this - the degree of complacency and unmotivated workers will require the a strong use of the power-coercive strategies in order to shake the years of complacency out of demotivational process. The problem is that most of these organizations are not required to execute,so they cling to the reeducation strategies that cuddle the incompetent and do not challenge the "doers" and this is a mistake. You will never educate a "nondoer" into a "doer" by logic, rationalisation, or education. They will allows require the power-coercive aspect to force them to perform to their abilities.
A unit of government?
same
A for-profit enterprise?
This largely depends on the cultural of the organization. Some large for-profit organizations become very similar to government or non-profit organizations. This is where rewards systems that reward competencies and not politics become powerful for an organization. To attract top talent and keep them, they must be challenged and rewarded for their sacrifices or the consequences will be dramatic. Most companies do not plan for lost of talent.
In what ways does the renewal stage apply to a project instead of an organization?
This applies in numerous ways that have been explored previously. Yes, it depends very much on the project. The organization cultural depends on the possible renewal stage as a whole. But is we believe that renewal comes from the innovative and creative minds of a company or just the ones that are open minded - then departments largely impacted by the change may adversely challenge the need for change.
The major intent of all these change strategies should be to maximize the execution of change with minimal impact on the workforce. Open communication and a free flow of information should be facilitated and supported by the leaders of the company.
What are some other ways to make the renewal option choice other than by comparison against pre-selected criteria?
This is use of the normative-reeducation strategies, which is slow. This may also be a sign of denial by the management and need for a change at the top.
Under what conditions may these ways be preferable?
The conditions usually occur in the mature stage and before renewal strategies are necessary. Since these conditions take years to correct and may have been addressed through strong and proactive succession plans, then these approaches would be advisable - but this is usually not the case.
What traps await the renewal option decision maker?
Uncertainties in life and human responses are the major traps that await the champions of renewal options. The main traps are getting sucked into the complacency of the "crowd' and not focusing in on the necessity of execution of the renewal strategy.
How does the process of making renewal options apply to your own life?
We are always in the reframing strategy, trying to reinvent ourselves into new relationships and environments. Even though the most rewarding renewal is transformational - the transformational is the most difficult and challenging of all the renewal options. This is partly due to the fact that transformational change takes on a difficult journey of re-inventing oneself and not just changing for change sake. Change is truly not change, but only doing things differently and achieving the overall same results. This is why companies think that the flavor of the month will change the organizational culture - and it does not - change for the sake of change never works - you must really embrace the change as transformational and forsake all superstitions and previous beliefs.
Which of the change models you were introduced to seems to make sense to you? Why?
Actually all of the change models make sense and have their proper application. The power-coercive works to get the ball rolling or is necessary for strong resistance to change. But the leader must be at the for-front of this change model. Based on my evaluation of Jack Welch in our readings - he used the power-coercive to get people off their asses. This always needs to have parallel models of normative-reeducation and rational-empirical strategies that support the main intent of the change. Once you have gotten through to people the normative-reeducation is the best way to improve the intelligence and knowledge of the workforce. This will also facilitate the collaboration of people and the development of cross-functional teams. Then based on the fact that majority of people (men specifically) will look to reasoning and logic to rationalize the change will require rational-empirical strategies.
So in summary all of the change models are needed, it just depends how one uses them for organizational change. Different people, even connected in team, need different messages and "handling" of their emotions/feelings. A leader will probably need to use all three of the major organizational changes, but the long-term cultural changes will reflect the efforts of the education strategy.
What criteria seem to be particularly appropriate for use in selecting an option for organizational renewal?
The leader will have to evaluate themselves and the impacted workforce. Renewal and change must start at the very top of the organization. The CEO/COO etc must lead the change efforts and believe in it. They also must evaluate the resistance from their direct reports and ensure their efforts filter their intent of change downstream.
The main criteria that deems one change strategy above another depends on the degree of complacency and strengthen of the workforce. The more power-coercive strategies that have been used through the years will impede the use of reeducation strategies.
How could your choice of criteria vary if the organization was a non-profit?
I already basically answered this - the degree of complacency and unmotivated workers will require the a strong use of the power-coercive strategies in order to shake the years of complacency out of demotivational process. The problem is that most of these organizations are not required to execute,so they cling to the reeducation strategies that cuddle the incompetent and do not challenge the "doers" and this is a mistake. You will never educate a "nondoer" into a "doer" by logic, rationalisation, or education. They will allows require the power-coercive aspect to force them to perform to their abilities.
A unit of government?
same
A for-profit enterprise?
This largely depends on the cultural of the organization. Some large for-profit organizations become very similar to government or non-profit organizations. This is where rewards systems that reward competencies and not politics become powerful for an organization. To attract top talent and keep them, they must be challenged and rewarded for their sacrifices or the consequences will be dramatic. Most companies do not plan for lost of talent.
In what ways does the renewal stage apply to a project instead of an organization?
This applies in numerous ways that have been explored previously. Yes, it depends very much on the project. The organization cultural depends on the possible renewal stage as a whole. But is we believe that renewal comes from the innovative and creative minds of a company or just the ones that are open minded - then departments largely impacted by the change may adversely challenge the need for change.
The major intent of all these change strategies should be to maximize the execution of change with minimal impact on the workforce. Open communication and a free flow of information should be facilitated and supported by the leaders of the company.
What are some other ways to make the renewal option choice other than by comparison against pre-selected criteria?
This is use of the normative-reeducation strategies, which is slow. This may also be a sign of denial by the management and need for a change at the top.
Under what conditions may these ways be preferable?
The conditions usually occur in the mature stage and before renewal strategies are necessary. Since these conditions take years to correct and may have been addressed through strong and proactive succession plans, then these approaches would be advisable - but this is usually not the case.
What traps await the renewal option decision maker?
Uncertainties in life and human responses are the major traps that await the champions of renewal options. The main traps are getting sucked into the complacency of the "crowd' and not focusing in on the necessity of execution of the renewal strategy.
How does the process of making renewal options apply to your own life?
We are always in the reframing strategy, trying to reinvent ourselves into new relationships and environments. Even though the most rewarding renewal is transformational - the transformational is the most difficult and challenging of all the renewal options. This is partly due to the fact that transformational change takes on a difficult journey of re-inventing oneself and not just changing for change sake. Change is truly not change, but only doing things differently and achieving the overall same results. This is why companies think that the flavor of the month will change the organizational culture - and it does not - change for the sake of change never works - you must really embrace the change as transformational and forsake all superstitions and previous beliefs.
Wednesday, May 23, 2007
MBA 755 – Reflections on Module 3 Concepts.
MBA 755 – Reflections on Module 3 Concepts.
How could you use a Renewal Options diagram to better support the mission of your present organization?
Based on doing my 3-1 paper on my organization, there are several renewal options that AMP does not explore. They do use several renewal strategies, but most or simplistic - but effective. The most important renewal strategy was going into global markets with strategic positioning and the last one being the most profitable - China. If AMP had not approached this strategy in different market years before - I wonder if the planning, implementation, and execution, which has lead to record profits and growth, would have occurred in this incident???
When thinking about your own organization, which renewal choices seem to the most relevant?
I have been at AMP for 10 years. When I started the main mode of renewal was through using the enhancement strategy and somewhat the Invigorating strategy. They had just started embracing the Reframing Strategy and this has been the predominate strategy that has been used in the past 5 years. Taking the products of mature and declining markets and positioning them into new markets which are in need of the quality and service (customer are needy for these services and being unmet) - using these core competencies as a differentiation and competitive advantage against the current market suppliers.
Note to our market - This strategy can also be used against AMP by new entrants in their current markets.
What factors define a realistic renewal choice for you?
This largely depends on your current market and companies size and presence in the global market. If the management style is open - exploring the workforces ideas, etc, and great at execution - then the factors that define renewal can be more believable.
To explain - the most simplistic approach is the enhancement strategy. This is basically about developing the customer-sales-R&T-operations-shipment channels. As simple and critical (yes all about accountability and execution) many managers, departments, and companies struggle to make this simple. If they can not make this happen with ease - how can they ever enter into more complex strategies that require better communication, accountability, implementation, and execution of what needs to happen. All of the silos need to work together and become horizontally integrated into one execution machine.
So factors that define renewal in most companies are defined by the few people and departments that can execute - serving as the anchor for the strategy. Most manager - including upper management - discount that success comes from the few - many of the ones taking credit for success usually had little to do with it and may have been the road blocks that the strong overcame. The people who execute are typically busy doing such and not bragging to top management - so maybe they should!!
What could be the best way or ways to communicate renewal options to organizational leaders so that they are really heard? The best way is to have a top management structure that is not in denial and regularly interacts with all levels of leadership - bottom up - and not just their VPs. Being allowed to be sheltered and not fully involved allowed them to enter into deep denial and also not recognize emerging issues. Renewal options may also occur at lower ranks that will be discounted by controlling and autocratic immediate supervisors. All levels of management and supervision need to be accountable and responsible for mentoring and coaching renewal options and strategies within their groups. Additionally, they need to fully accountable for corresponding and developing interdepartmental teams.
The most risky and the most rewarding strategy, transformational, will always avoid most companies due to ignoring the talent right below their noses due to egos and prejudices of education levels and company title/stature. Top managers that stop avoiding the confrontation of open communication among all titles and ranks will be rewarded above those that hide behind the denial of delegation.
What practical uses do you see for situational analysis in your life?
I guess the best thing to do is to not be in denial and listen to many different perspectives as well as approaches. Once all sides and "market" knowledge has been accessed - sculpt a strategies or strategies that attack your needs. It basically comes down to stop talking and start doing. Only way to make it happen is to act and that is execution. Nothing happens if you only talk and plan about how to - must know how and do it.
How could you use a Renewal Options diagram to better support the mission of your present organization?
Based on doing my 3-1 paper on my organization, there are several renewal options that AMP does not explore. They do use several renewal strategies, but most or simplistic - but effective. The most important renewal strategy was going into global markets with strategic positioning and the last one being the most profitable - China. If AMP had not approached this strategy in different market years before - I wonder if the planning, implementation, and execution, which has lead to record profits and growth, would have occurred in this incident???
When thinking about your own organization, which renewal choices seem to the most relevant?
I have been at AMP for 10 years. When I started the main mode of renewal was through using the enhancement strategy and somewhat the Invigorating strategy. They had just started embracing the Reframing Strategy and this has been the predominate strategy that has been used in the past 5 years. Taking the products of mature and declining markets and positioning them into new markets which are in need of the quality and service (customer are needy for these services and being unmet) - using these core competencies as a differentiation and competitive advantage against the current market suppliers.
Note to our market - This strategy can also be used against AMP by new entrants in their current markets.
What factors define a realistic renewal choice for you?
This largely depends on your current market and companies size and presence in the global market. If the management style is open - exploring the workforces ideas, etc, and great at execution - then the factors that define renewal can be more believable.
To explain - the most simplistic approach is the enhancement strategy. This is basically about developing the customer-sales-R&T-operations-shipment channels. As simple and critical (yes all about accountability and execution) many managers, departments, and companies struggle to make this simple. If they can not make this happen with ease - how can they ever enter into more complex strategies that require better communication, accountability, implementation, and execution of what needs to happen. All of the silos need to work together and become horizontally integrated into one execution machine.
So factors that define renewal in most companies are defined by the few people and departments that can execute - serving as the anchor for the strategy. Most manager - including upper management - discount that success comes from the few - many of the ones taking credit for success usually had little to do with it and may have been the road blocks that the strong overcame. The people who execute are typically busy doing such and not bragging to top management - so maybe they should!!
What could be the best way or ways to communicate renewal options to organizational leaders so that they are really heard? The best way is to have a top management structure that is not in denial and regularly interacts with all levels of leadership - bottom up - and not just their VPs. Being allowed to be sheltered and not fully involved allowed them to enter into deep denial and also not recognize emerging issues. Renewal options may also occur at lower ranks that will be discounted by controlling and autocratic immediate supervisors. All levels of management and supervision need to be accountable and responsible for mentoring and coaching renewal options and strategies within their groups. Additionally, they need to fully accountable for corresponding and developing interdepartmental teams.
The most risky and the most rewarding strategy, transformational, will always avoid most companies due to ignoring the talent right below their noses due to egos and prejudices of education levels and company title/stature. Top managers that stop avoiding the confrontation of open communication among all titles and ranks will be rewarded above those that hide behind the denial of delegation.
What practical uses do you see for situational analysis in your life?
I guess the best thing to do is to not be in denial and listen to many different perspectives as well as approaches. Once all sides and "market" knowledge has been accessed - sculpt a strategies or strategies that attack your needs. It basically comes down to stop talking and start doing. Only way to make it happen is to act and that is execution. Nothing happens if you only talk and plan about how to - must know how and do it.
Sunday, May 20, 2007
MBA 755 Reflections on Module 2 Concepts.
Reflections on Module 2 Concepts.
What long term trends are likely to significantly impact the industry your organization is in over the next three years?
The major and significant trends are the increasing metal melting in China and India (to a lessor degree Brazil). This is a negative trend for the US domestic market for refractory products.
Steel mill and foundry consolidations are another trend. This is somewhat of a positive trend, because consolidations are also incorporating efficiencies and new technologies. Consolidations are eliminating many redundancies throughout the industry and allowing the US domestic players to compete globally or at least against new entrants from abroad.
How could you use the force field analysis tool in your own work life?
This tool would help me map out and reflect what forces of resistance are against and if they were external (management resistance, skill sets, peer resistance, etc) or internal (myself, my attitude, my focus, etc.) It would also help me identify positive forces that are out there waiting to be energized for change and transformational change.
There is a saying that change is only doing the same things, but differently and in effect not really a change. To really make something different it must be transformed or a metamorphosis to really have true change.
How would you go about making a business case for renewal in your own organization?
Allied does do a few renewal strategies or innovation strategies. But these are all marketing/sales based renewal/innovation strategies. True renewal needs to occur from the very bottom to the very top. Making a case for an evolutionary cultural change has already begun and mainly will occur through older employees retiring and establishment of new metrics and reward system. Allied is a loyalty/years of service based culture and not overly competence based. There are no rewards for people who do the work and get things done or merit raises - everyone just gets the same raise.
Training and a swift change in top managements outlook is needed and the ending of secrecy and denial among the management ranks.
The way I am addressing this is to change myself, my department, and everyone who works for me into using a problem solving, root cause identification and strong implementation approach. Execution and doing the right thing are high on my list - make everyone think and act like leaders. Success and "changes" in my department will force people to reflect and acknowledge these approaches, hopefully following and leading me their support and energy. So pretty much a bottom up approach to gain attention while building trust and respect of the floor level employees and supervisors.
What items would show up as being both urgent and important if you constructed an urgency versus importance matrix related to organizational renewal for yourself?
Urgent and important for me is to complete my MBA in December 2007 and focus on finance. I have my BS and MS in Ceramic Engineering and worked in manufacturing for 17 years. I feel it is urgent and important to complete my MBA for further advancement within my own company or to have the ability to enter into a new career path.
For my Company
To me an urgent and important renewal need is the updating of the cultural aspects of Allied. The management styles are of the Industrial wave, old and autocratic. These are the styles of managing by fear and intimidation and not the coaching/mentoring of leadership. As more and more baby boomers retire, supervisor and managers will be from the knowledge and wisdom waves. This talent will be scare and will not put up with the autocratic style of management, causing difficulty in retaining the best and brightest still left in the workforce. Experienced, technically inclined/educated workers will be in tight supply and highly recruited by companies. Need to establish a culture that facilitates all of these positive to remain competitive in the future.
Important but not urgent?
Important is to focus on finance and complete the capstone in Financial Leadership. Finance and its understand will be extremely important in developing strategies and recognizing emerging trends (good or bad). It will also give me important skills to analysis and evaluate complex projects. Additionally, a full understanding of financial measurements allow me to set up balance scoreboards from the bottom up, so the floor worker understands how to positively impact the company's profitability.
What long term trends are likely to significantly impact the industry your organization is in over the next three years?
The major and significant trends are the increasing metal melting in China and India (to a lessor degree Brazil). This is a negative trend for the US domestic market for refractory products.
Steel mill and foundry consolidations are another trend. This is somewhat of a positive trend, because consolidations are also incorporating efficiencies and new technologies. Consolidations are eliminating many redundancies throughout the industry and allowing the US domestic players to compete globally or at least against new entrants from abroad.
How could you use the force field analysis tool in your own work life?
This tool would help me map out and reflect what forces of resistance are against and if they were external (management resistance, skill sets, peer resistance, etc) or internal (myself, my attitude, my focus, etc.) It would also help me identify positive forces that are out there waiting to be energized for change and transformational change.
There is a saying that change is only doing the same things, but differently and in effect not really a change. To really make something different it must be transformed or a metamorphosis to really have true change.
How would you go about making a business case for renewal in your own organization?
Allied does do a few renewal strategies or innovation strategies. But these are all marketing/sales based renewal/innovation strategies. True renewal needs to occur from the very bottom to the very top. Making a case for an evolutionary cultural change has already begun and mainly will occur through older employees retiring and establishment of new metrics and reward system. Allied is a loyalty/years of service based culture and not overly competence based. There are no rewards for people who do the work and get things done or merit raises - everyone just gets the same raise.
Training and a swift change in top managements outlook is needed and the ending of secrecy and denial among the management ranks.
The way I am addressing this is to change myself, my department, and everyone who works for me into using a problem solving, root cause identification and strong implementation approach. Execution and doing the right thing are high on my list - make everyone think and act like leaders. Success and "changes" in my department will force people to reflect and acknowledge these approaches, hopefully following and leading me their support and energy. So pretty much a bottom up approach to gain attention while building trust and respect of the floor level employees and supervisors.
What items would show up as being both urgent and important if you constructed an urgency versus importance matrix related to organizational renewal for yourself?
Urgent and important for me is to complete my MBA in December 2007 and focus on finance. I have my BS and MS in Ceramic Engineering and worked in manufacturing for 17 years. I feel it is urgent and important to complete my MBA for further advancement within my own company or to have the ability to enter into a new career path.
For my Company
To me an urgent and important renewal need is the updating of the cultural aspects of Allied. The management styles are of the Industrial wave, old and autocratic. These are the styles of managing by fear and intimidation and not the coaching/mentoring of leadership. As more and more baby boomers retire, supervisor and managers will be from the knowledge and wisdom waves. This talent will be scare and will not put up with the autocratic style of management, causing difficulty in retaining the best and brightest still left in the workforce. Experienced, technically inclined/educated workers will be in tight supply and highly recruited by companies. Need to establish a culture that facilitates all of these positive to remain competitive in the future.
Important but not urgent?
Important is to focus on finance and complete the capstone in Financial Leadership. Finance and its understand will be extremely important in developing strategies and recognizing emerging trends (good or bad). It will also give me important skills to analysis and evaluate complex projects. Additionally, a full understanding of financial measurements allow me to set up balance scoreboards from the bottom up, so the floor worker understands how to positively impact the company's profitability.
Thursday, May 10, 2007
MBA 755 – Reflections on Module 1 Concepts.
MBA 755 – Reflections on Module 1 Concepts.
What's distinctive about the renewal stage of the organizational lifecycle?
The renewal stage is about recreating the business and thrusting the workforce into the excitement of the creation stage. It is a stage that management recognizes the complacency of the workforce and the market has stagnated - needs new products.
The external issues have probably existed for many years and become noticeable during the mature stage. The renewal stage is also about rejuvenation and correcting cultural behaviors of past stages.
What organizations that you are familiar with seem to be in the renewal stage? Why do you think so?
P&G seems to be in a continually renewal stage, using one strategy or another. Most of their renewal strategies include Invigorating and Enhancement Strategies - new packages and new names or spins to the same type of products. I would have to say their best renewal product recently was the Swiffer product line, which is using the Reframing Strategy and has been very successful.
Allied Mineral Products has used three renewal strategies - Enhancement, Reframing, and Invigorating. Additionally, building plant that imitate AMP aboard also thrust the company into renewal stages. The main mission of the renewal process is being there for the customer worldwide. Part of that is having a manufacturing facility close enough to supply the customer in a timely manner.
What characteristics make a leader effective during this phase?
Well the renewal stage leadership needs to embrace the creative stage and the launch stage of the business cycle. So leadership is embodied by a strong vision and compelling mission followed up by relentless implementation. One word about successful leadership in renewal is Mastery of Execution. The leader must be able to plan and have breakout strategies that position the company better than the competition. Still execution and relentless follow-up and strong implementation mark the success of the cultural change needed to be successful during this rejuvenation of the company.
How would you recognize an organization in this stage?
I would say any company over five years old and still growing would be a company that is at least using renewal strategies. Another clue would be a company that is embarking on cultural change and striving to form symbiotic relations throughout the company (internally) and with the outside community (externally). Positive change for the betterment of the company , the employees, all of the stakeholder, and the community in general will probably point to a company in the renewal stage.
Which of the conceptual tools for renewal presented in this module are of particular interest to you? Why?
No exactly sure what is meant by the conceptual tools. The dynamics of corporate strategy chapter was interesting. This is where the leaders must fully engage at many levels. A tool that does interest me and maybe the intent of this question - the balanced scorecard. It seems if properly designed and implemented, the balanced scorecard can be a powerful tool for the leader in any department or role. The balanced scorecard should monitor metrics that quickly give the bad and good to the leader. This is supposed to be the early warning system.
What else do you think that you will need to know in order to use these conceptual tools in your own work?
One needs lots of information and the core objectives of the company in order to properly use these tools. The leader must review how resilient the company currently is and what the threats are in the future. Reviewing the company's offerings or portfolio is also important, because it dictates the resources and they may need to be re-aligned to meet future needs. The leader must also assess the culture or the company and see what change needs to occur before mapping out how to implement the change. Secrecy/denial and blame/scorn must be eliminated from the culture and must be embraced by the leaders.
How could you use the ideas from the renewal stage to help you in your professional life?
The renewal stage is basically about reinventing and rejuvenating the offering of a company. These ideas and concepts would also apply to individuals and career paths. Using the same tools would help reinvent a person's job and responsibilities. It would also force a hard look at the resources being consumed and provided - assessing if they are still relevant and aligned to the current objectives. This would quickly identify gaps and weaknesses. You could develop a professional balanced scoreboard based on personnel goals and objectives and work toward more success.
What's distinctive about the renewal stage of the organizational lifecycle?
The renewal stage is about recreating the business and thrusting the workforce into the excitement of the creation stage. It is a stage that management recognizes the complacency of the workforce and the market has stagnated - needs new products.
The external issues have probably existed for many years and become noticeable during the mature stage. The renewal stage is also about rejuvenation and correcting cultural behaviors of past stages.
What organizations that you are familiar with seem to be in the renewal stage? Why do you think so?
P&G seems to be in a continually renewal stage, using one strategy or another. Most of their renewal strategies include Invigorating and Enhancement Strategies - new packages and new names or spins to the same type of products. I would have to say their best renewal product recently was the Swiffer product line, which is using the Reframing Strategy and has been very successful.
Allied Mineral Products has used three renewal strategies - Enhancement, Reframing, and Invigorating. Additionally, building plant that imitate AMP aboard also thrust the company into renewal stages. The main mission of the renewal process is being there for the customer worldwide. Part of that is having a manufacturing facility close enough to supply the customer in a timely manner.
What characteristics make a leader effective during this phase?
Well the renewal stage leadership needs to embrace the creative stage and the launch stage of the business cycle. So leadership is embodied by a strong vision and compelling mission followed up by relentless implementation. One word about successful leadership in renewal is Mastery of Execution. The leader must be able to plan and have breakout strategies that position the company better than the competition. Still execution and relentless follow-up and strong implementation mark the success of the cultural change needed to be successful during this rejuvenation of the company.
How would you recognize an organization in this stage?
I would say any company over five years old and still growing would be a company that is at least using renewal strategies. Another clue would be a company that is embarking on cultural change and striving to form symbiotic relations throughout the company (internally) and with the outside community (externally). Positive change for the betterment of the company , the employees, all of the stakeholder, and the community in general will probably point to a company in the renewal stage.
Which of the conceptual tools for renewal presented in this module are of particular interest to you? Why?
No exactly sure what is meant by the conceptual tools. The dynamics of corporate strategy chapter was interesting. This is where the leaders must fully engage at many levels. A tool that does interest me and maybe the intent of this question - the balanced scorecard. It seems if properly designed and implemented, the balanced scorecard can be a powerful tool for the leader in any department or role. The balanced scorecard should monitor metrics that quickly give the bad and good to the leader. This is supposed to be the early warning system.
What else do you think that you will need to know in order to use these conceptual tools in your own work?
One needs lots of information and the core objectives of the company in order to properly use these tools. The leader must review how resilient the company currently is and what the threats are in the future. Reviewing the company's offerings or portfolio is also important, because it dictates the resources and they may need to be re-aligned to meet future needs. The leader must also assess the culture or the company and see what change needs to occur before mapping out how to implement the change. Secrecy/denial and blame/scorn must be eliminated from the culture and must be embraced by the leaders.
How could you use the ideas from the renewal stage to help you in your professional life?
The renewal stage is basically about reinventing and rejuvenating the offering of a company. These ideas and concepts would also apply to individuals and career paths. Using the same tools would help reinvent a person's job and responsibilities. It would also force a hard look at the resources being consumed and provided - assessing if they are still relevant and aligned to the current objectives. This would quickly identify gaps and weaknesses. You could develop a professional balanced scoreboard based on personnel goals and objectives and work toward more success.
Wednesday, April 25, 2007
MBA 745 Module 6 Reflections
What are the key leadership characteristics needed to sustain a business initiative?
There are various characteristics that are needed to sustain businesses. Based on research and knowledge of a few successful leaders in a mature industry is the financial leadership. Several companies, including one we bought some intellectual property from, went bankrupt due to incompetence in financial leadership. Making all the wrong decisions for the wrong cash reasons and all due to ego and past history destroyed SHV of many refractory companies. To sustain a business, a leader must understand that increasing sales at a losing margin is destructive to the business as a whole.
The other issue is to stop being autocratic in the management style and empowering the employees to become leaders at every level. Top management and management "want to bees" beg and enjoy being coached and mentored to greater and better decision making. This is an industrial wave mentality. As the leader enters the judgement wave, one needs to put ones ego and self interest aside and think about developing employees at the lowest level. Point being, what these "managers" or future leaders of companies need to realize that they need to be servant to the needs of the employees and not the oppressive "boss" of the "taskmaster" of the undereducated, etc employees.
To sustain with ease, the leader must capture the experience of each and every employee, digest this into useful information, and fully exploit all of this into powerful knowledge that aligns to the company's objectives.
How will your focus of study (Assignment 6-1: Capstone Experience Paper) impact your professional development plan (PDP)?
I would say that it would impact my PDP slightly. Leadership is leadership and a strength in finances would help me to develop more in depth company goals and measurements. My goal is to train and empower the current workforce by working back wards within the planer workforce. This workforce is defined as hourly and using my skills to proactively exact and exploit their cumulative experiences into a powerful inter community knowledge base. Granted this will take time but it will work with my energy.
My point being that greater financial insight will allow me to become aligned better to the company's objectives and develop "better" goals for my responsibilities as a manager. These are all goal of my PDP.
There are various characteristics that are needed to sustain businesses. Based on research and knowledge of a few successful leaders in a mature industry is the financial leadership. Several companies, including one we bought some intellectual property from, went bankrupt due to incompetence in financial leadership. Making all the wrong decisions for the wrong cash reasons and all due to ego and past history destroyed SHV of many refractory companies. To sustain a business, a leader must understand that increasing sales at a losing margin is destructive to the business as a whole.
The other issue is to stop being autocratic in the management style and empowering the employees to become leaders at every level. Top management and management "want to bees" beg and enjoy being coached and mentored to greater and better decision making. This is an industrial wave mentality. As the leader enters the judgement wave, one needs to put ones ego and self interest aside and think about developing employees at the lowest level. Point being, what these "managers" or future leaders of companies need to realize that they need to be servant to the needs of the employees and not the oppressive "boss" of the "taskmaster" of the undereducated, etc employees.
To sustain with ease, the leader must capture the experience of each and every employee, digest this into useful information, and fully exploit all of this into powerful knowledge that aligns to the company's objectives.
How will your focus of study (Assignment 6-1: Capstone Experience Paper) impact your professional development plan (PDP)?
I would say that it would impact my PDP slightly. Leadership is leadership and a strength in finances would help me to develop more in depth company goals and measurements. My goal is to train and empower the current workforce by working back wards within the planer workforce. This workforce is defined as hourly and using my skills to proactively exact and exploit their cumulative experiences into a powerful inter community knowledge base. Granted this will take time but it will work with my energy.
My point being that greater financial insight will allow me to become aligned better to the company's objectives and develop "better" goals for my responsibilities as a manager. These are all goal of my PDP.
Wednesday, April 18, 2007
MBA 745 – Reflections on Module 5 Concepts.
How comfortable are you as a leader in a mature organization?
I am comfortable as a leader in a mature company. There are always processes that need to be improved or revived back to life. Also employees need to be trained and motivated, so they contribute more to the bottom line. Hopefully the turnover is low and all of these employees are long-term employees. This allows you an opportunity to revive these employees and have them use their knowledge and experience to improve the bottom line - and have more fun doing it. The mature stage is more stable as long as you are sustaining and not declining. There should be more time to plan and organize actions to be executed for the good of the company.
Did you feel that you could concentrate on improving efficiencies while remaining flexible to the ideas of your team members?
Yes, because the way to make true improvements and gains in efficiencies is through the team. The leader needs to mentor and facilitate ideas and problem solving among the team. It is best to keep the team focused and ensure they have the proper resources to execute. The leader is the driver and energy behind the team and must always remain flexible. The leader will want to shape and form the ideas, but not steer them toward the way they would do it. Concentrating on improving efficiencies is the mission and driving the team to this end is the success of the leader.
Are you attempting to expand your knowledge base with or increase your depth in the focus you select to study?
Yes, I am looking at Financial leadership and want to understand financial strategies and more about balanced scorecards. Better understanding of the financial concepts will help in the aligning of objectives and goals for the overall benefit of the company.
I am comfortable as a leader in a mature company. There are always processes that need to be improved or revived back to life. Also employees need to be trained and motivated, so they contribute more to the bottom line. Hopefully the turnover is low and all of these employees are long-term employees. This allows you an opportunity to revive these employees and have them use their knowledge and experience to improve the bottom line - and have more fun doing it. The mature stage is more stable as long as you are sustaining and not declining. There should be more time to plan and organize actions to be executed for the good of the company.
Did you feel that you could concentrate on improving efficiencies while remaining flexible to the ideas of your team members?
Yes, because the way to make true improvements and gains in efficiencies is through the team. The leader needs to mentor and facilitate ideas and problem solving among the team. It is best to keep the team focused and ensure they have the proper resources to execute. The leader is the driver and energy behind the team and must always remain flexible. The leader will want to shape and form the ideas, but not steer them toward the way they would do it. Concentrating on improving efficiencies is the mission and driving the team to this end is the success of the leader.
Are you attempting to expand your knowledge base with or increase your depth in the focus you select to study?
Yes, I am looking at Financial leadership and want to understand financial strategies and more about balanced scorecards. Better understanding of the financial concepts will help in the aligning of objectives and goals for the overall benefit of the company.
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