How may the implementation of action steps differ in the closure stage from the prior stages?
Implementation during closure usually includes an organizational change in culture and leadership. Additionally, the leader will be attempting to shake everyone up in order to revive them and get them excited. During implementation, communication and open dialogue will be critical in this stage. The previous stages that required implementation had new and excited personnel. The leader was trying to keep them focused and limit the chaos and uncertainty of entering uncharted waters. Communication was important, but it is critical in the closure stage. Change is disrupting to most people and even more on an organization. People will want to know what is going on, why this is happening, are we going to lose our jobs, etc. If the leader does not communicate effectively, timely, and openly, then people will make up their stories and start leaving the organization. Talent leaving the organization would be devastating. Also the leader must think about the trust factor.
What types of personal and professional risks do leaders run into while attempting to complete the closure process?
The risks are not remaining objective and getting too emotionally involved in the closure process. This could lead to depression and lose of all motivation to complete the task at hand. The other danger/risk is how the leader implements and completes the closure is how the leader will be viewed by workers, the community, and other leaders. It is important that the leader looks at all of the stakeholders and their perspectives in order to sculpt out the best strategy for closure.
What type of closure implementation activity would you find to be the most personally difficult? Why?
I would find shutting down a business the most difficult activity to engage in. Shutting the doors on a facility would displace employees and I would feel powerless to help them. At least with bankruptcy the business is on life support and there is chance to save the business.
In what ways might the closure stage actually not be final?
Acquisition, mergers, and definitely IPO really mark closure with a new beginning for the organization. So closure would not really be final. Also there are times where the closure strategy would never enter into completion, due to plans falling through.
Should particular kinds of stakeholders be given priority in obtaining the remaining organizational assets? Why?
I would say no, but legally certain stakeholders are given priority over others. Typically the lien holder get their money up front. These include the banks and bond holders. The common share stockholders typically do not receive any funds after a company goes bankrupt or out of business. During takeover and mergers everyone is typically taken care of, but I suspect some stakeholders are given priority over others. The remaining assets should be equally distributed to all of the stakeholders that invested money and time with the organization. But many times powerful stakeholders with selfish and self gaining agendas dominate the decision making processes.
Thursday, July 12, 2007
Tuesday, July 3, 2007
MBA 765 - Reflections on Module 3
When choosing the best option for organizational closure, what categories of selection criteria seem particularly important to employ?
Reason and purpose for closure
Financial condition of the organization
Lifecycle stage of the business
Organizational structure of the company
Present condition of market environment and future projections of the market
Where would you look for possible organizational closure strategies?
Looking internally and externally, among all of the stakeholders will help one decide on the best closure strategy. The other places include the balance sheet, income statement, cashflow statements, and P&L statement. Other places are to look at the changing market environments as well as emerging markets.
Has the organization lost its way in terms of competitive advantages, vision, and mission? Has the company diversified too much and into businesses that do match their core competencies.
What are the dangers involved with identifying and selecting among closure options?
The obvious ones are the bias and prejudices of the leaders or consultants used in the decision making. Must be careful to list all the pros and cons after the true purpose of closure has been revealed in order to ensure it is the best way. Additionally, consultants, etc. may have hidden agendas or incentives that lead the organization down the wrong path.
Selecting the best closure option should attempt to ensure a win-win for all of the stakeholders and not just monetary gains for a few. One must be watchful for greed creeping into the decision making process.
What emotions are likely to surface during the process of identifying and choosing among options?
Assuming that the decision makers are the founders and close to the business being decided for closure, emotions will run high. Emotions will include worthlessness (for a failed business), fear, greed, guilt, emptiness, frustration, denial, anxiety, excited, optimist, secure, strong, empowered, and various other feelings - depending on the circumstances.
How would you deal with them?
The best way to deal with them is to first acknowledge each and every one of the emotions. Break them down to as why you feel the way you feel. Objectively looking at why these emotions are coming out may help you find the true reason or purpose for closure. Acknowledging them will also help you see the closure all the way through - execution and great follow through.
All of this will help you consul others on the management team, employees, and all other stakeholders.
Reason and purpose for closure
Financial condition of the organization
Lifecycle stage of the business
Organizational structure of the company
Present condition of market environment and future projections of the market
Where would you look for possible organizational closure strategies?
Looking internally and externally, among all of the stakeholders will help one decide on the best closure strategy. The other places include the balance sheet, income statement, cashflow statements, and P&L statement. Other places are to look at the changing market environments as well as emerging markets.
Has the organization lost its way in terms of competitive advantages, vision, and mission? Has the company diversified too much and into businesses that do match their core competencies.
What are the dangers involved with identifying and selecting among closure options?
The obvious ones are the bias and prejudices of the leaders or consultants used in the decision making. Must be careful to list all the pros and cons after the true purpose of closure has been revealed in order to ensure it is the best way. Additionally, consultants, etc. may have hidden agendas or incentives that lead the organization down the wrong path.
Selecting the best closure option should attempt to ensure a win-win for all of the stakeholders and not just monetary gains for a few. One must be watchful for greed creeping into the decision making process.
What emotions are likely to surface during the process of identifying and choosing among options?
Assuming that the decision makers are the founders and close to the business being decided for closure, emotions will run high. Emotions will include worthlessness (for a failed business), fear, greed, guilt, emptiness, frustration, denial, anxiety, excited, optimist, secure, strong, empowered, and various other feelings - depending on the circumstances.
How would you deal with them?
The best way to deal with them is to first acknowledge each and every one of the emotions. Break them down to as why you feel the way you feel. Objectively looking at why these emotions are coming out may help you find the true reason or purpose for closure. Acknowledging them will also help you see the closure all the way through - execution and great follow through.
All of this will help you consul others on the management team, employees, and all other stakeholders.
Friday, June 29, 2007
MBA 765 - Reflections on Module 2
What are some of the most critical decisions leaders must make during the closure stage of the organizational lifecycle?
The leader must keep everything in perceptive for the sake of the company and the employees. Critical decisions include whether to revive the company, merge or become acquired by another company, to shut down and liquidate, or file bankruptcy.
Other decisions are how open should the leader be to the employees and other stakeholder in times of decline. This depends mainly on the trust between the leadership and the stakeholders. Open dialogue is a good way to open up the communication channels. The leader must ensure that the culture of the company does not become overly politicized and fiefdoms do not spring up within the company.
The leader must also identify what is causing the decline of the company. Once these have been identified through scoping out the emerging trends and the current as well as the future market place, the leader must decide how to attack these issues. The leader must also be able to understand what organizational pathologies plague the company and decide how to restore trust and creditability.
Under what conditions do rational logical decision making methods appear to work best?
These methods work well when the problem or dilemma is complex and inputs from various stakeholders are needed to make the final decision. The rational logical allows all of the facts to be gathered and critical questions asked about the facts, assumptions made, and possible solutions. These methods allows everyone to be heard and facilitates creative and innovations solutions to be discovered through open dialogue.
Under what circumstances do more intuitive approaches work best?
Intuitive approached work best when there are not many facts. This deals with the uncertainty and chaos of the future and how to react to it. This is also useful when a decision must be made quickly with a limited amount of information. The decisions are best guesses and reactions to the market environments. They are based on trends and patterns that have been identified.
Leaders that are attuned to emerging trends and the uncertainties in the markets can use this approach to seize opportunities that other wise would go undetected by the organization. The dangers are making decisions too quick and with emotion or bias. This may lead to not making the best decision or choice.
Which of the tools presented in the module has a particular appeal to you? Why?
The six facet approach seems to be the best tool for complex decisions. It allows one to drill down to what the facts, assumptions, bias, and solutions are in order to make the best decision. This tool allows a combination of rational logical and intuitive approaches to be used.
The regression equation and decisional balance tool would probably be good to use with intuitive approaches, since the pros and cons need to be reviewed.
How might you apply the tools presented during the module to a situation that you are now facing at work?
Cause and effect tools are used more on the manufacturing floor than any other tool. Problems are common and repetitive in nature. Additionally, most people are not worried about the real root cause of the problem. All they want to happen is trouble shoot the problem and have it go away, so they can get their job done before they go home. The six facet approach should be used for complex and repetitive problems, so a long-term solution can be found for the issues at hand.
Applying the six facet approach at work would take a team effort and the tackling of long standing and complex problems that have plagued the company. This would require cross-functional teams and rules to allow everyone to be heard and listened to by everyone. Open dialogue leads to great solutions, because every perspective is covered, assuming representation from all departments are included in the team. The intent is not for any one person to be right and every else wrong, but the stimulation of creative solutions from the free flowing of conversation.
At home?
Most of the problems are going to be simple and quick to solve - so cause and effect. Others are more complex and are decisional on which direction to go based on several scenarios, so the decisional balance sheet tool would work well. The six facet approach would also work at home, but would have to be a complex problems where a life changing solution must be arrived at.
The leader must keep everything in perceptive for the sake of the company and the employees. Critical decisions include whether to revive the company, merge or become acquired by another company, to shut down and liquidate, or file bankruptcy.
Other decisions are how open should the leader be to the employees and other stakeholder in times of decline. This depends mainly on the trust between the leadership and the stakeholders. Open dialogue is a good way to open up the communication channels. The leader must ensure that the culture of the company does not become overly politicized and fiefdoms do not spring up within the company.
The leader must also identify what is causing the decline of the company. Once these have been identified through scoping out the emerging trends and the current as well as the future market place, the leader must decide how to attack these issues. The leader must also be able to understand what organizational pathologies plague the company and decide how to restore trust and creditability.
Under what conditions do rational logical decision making methods appear to work best?
These methods work well when the problem or dilemma is complex and inputs from various stakeholders are needed to make the final decision. The rational logical allows all of the facts to be gathered and critical questions asked about the facts, assumptions made, and possible solutions. These methods allows everyone to be heard and facilitates creative and innovations solutions to be discovered through open dialogue.
Under what circumstances do more intuitive approaches work best?
Intuitive approached work best when there are not many facts. This deals with the uncertainty and chaos of the future and how to react to it. This is also useful when a decision must be made quickly with a limited amount of information. The decisions are best guesses and reactions to the market environments. They are based on trends and patterns that have been identified.
Leaders that are attuned to emerging trends and the uncertainties in the markets can use this approach to seize opportunities that other wise would go undetected by the organization. The dangers are making decisions too quick and with emotion or bias. This may lead to not making the best decision or choice.
Which of the tools presented in the module has a particular appeal to you? Why?
The six facet approach seems to be the best tool for complex decisions. It allows one to drill down to what the facts, assumptions, bias, and solutions are in order to make the best decision. This tool allows a combination of rational logical and intuitive approaches to be used.
The regression equation and decisional balance tool would probably be good to use with intuitive approaches, since the pros and cons need to be reviewed.
How might you apply the tools presented during the module to a situation that you are now facing at work?
Cause and effect tools are used more on the manufacturing floor than any other tool. Problems are common and repetitive in nature. Additionally, most people are not worried about the real root cause of the problem. All they want to happen is trouble shoot the problem and have it go away, so they can get their job done before they go home. The six facet approach should be used for complex and repetitive problems, so a long-term solution can be found for the issues at hand.
Applying the six facet approach at work would take a team effort and the tackling of long standing and complex problems that have plagued the company. This would require cross-functional teams and rules to allow everyone to be heard and listened to by everyone. Open dialogue leads to great solutions, because every perspective is covered, assuming representation from all departments are included in the team. The intent is not for any one person to be right and every else wrong, but the stimulation of creative solutions from the free flowing of conversation.
At home?
Most of the problems are going to be simple and quick to solve - so cause and effect. Others are more complex and are decisional on which direction to go based on several scenarios, so the decisional balance sheet tool would work well. The six facet approach would also work at home, but would have to be a complex problems where a life changing solution must be arrived at.
Monday, June 25, 2007
MBA 765 - Reflections on Module 1
What appears to unique about the closure stage of the organizational lifecycle?
The closure stage is about the leadership of a company waking up out of their hubris dream and having to face reality. Companies start to re-invent themselves and create a winning culture. It appears, based on the reading assignments, new leadership must be brought in during this stage and maybe even a new board of directors.
What closure stage issues appear to warrant particular attention from company leaders?
Addressing and getting rid of all of the organizational pathologies. This is necessary for the company to become successful again and for the employees to regain their motivation - also allows respect to be built.
What critical ethical issues need to be dealt with at this stage?
The leader must allows weigh the economic and social consequences of a decision. The leader is typically torn between maximizing the profit and increasing shareholder value and doing what is morally right for the other stakeholder and the environment.
This stage is about exploring the company's values and standards for doing business. Looking to see if the current ethical standards have strayed from these values and beliefs. Have the employees started to take the moral high ground and become righteous and devoid of any action.
How might I creatively express what I have learned in the MBA program to an audience of my peers?
I have learned that leadership is the most important skill a person can continually develop. As we enter deeper into the knowledge wave, people and their experience will be very valuable. Present and future leadership needs to exploit every employees knowledge through effective communication channels. Also the leader needs to continually explore the global markets for continued success and a means to stretch the employees' knowledge. Continually challenging the workforce and using education, mentoring, and coaching will sustain a company.
Many companies have leaders of the industrial age and no ability to think or manage pass this wave. The MBA have taught me that open dialogue and communication, especially bottom - up is very important. It helps to stop denial and hubris. Arrogance and "boss mentality" still dominate the styles of today.
The closure stage is about the leadership of a company waking up out of their hubris dream and having to face reality. Companies start to re-invent themselves and create a winning culture. It appears, based on the reading assignments, new leadership must be brought in during this stage and maybe even a new board of directors.
What closure stage issues appear to warrant particular attention from company leaders?
Addressing and getting rid of all of the organizational pathologies. This is necessary for the company to become successful again and for the employees to regain their motivation - also allows respect to be built.
What critical ethical issues need to be dealt with at this stage?
The leader must allows weigh the economic and social consequences of a decision. The leader is typically torn between maximizing the profit and increasing shareholder value and doing what is morally right for the other stakeholder and the environment.
This stage is about exploring the company's values and standards for doing business. Looking to see if the current ethical standards have strayed from these values and beliefs. Have the employees started to take the moral high ground and become righteous and devoid of any action.
How might I creatively express what I have learned in the MBA program to an audience of my peers?
I have learned that leadership is the most important skill a person can continually develop. As we enter deeper into the knowledge wave, people and their experience will be very valuable. Present and future leadership needs to exploit every employees knowledge through effective communication channels. Also the leader needs to continually explore the global markets for continued success and a means to stretch the employees' knowledge. Continually challenging the workforce and using education, mentoring, and coaching will sustain a company.
Many companies have leaders of the industrial age and no ability to think or manage pass this wave. The MBA have taught me that open dialogue and communication, especially bottom - up is very important. It helps to stop denial and hubris. Arrogance and "boss mentality" still dominate the styles of today.
Monday, June 4, 2007
MBA 755 – Reflections on Module 6 Concepts.
MBA 755 – Reflections on Module 6 Concepts.
What is it that appears to make implementation of a renewal strategy so difficult?
I would say the changes that are required to implement and execute the renewal strategies successfully. People will always resist change and to diminish this resistance they need to understand why change is necessary. Using the organizational change strategies help explain the need for change to the workforce and provide communication channels for questions and concerns.
Which of the identified implementation pitfalls have you observed in your own experience with organizations?
Most of the experience deals with organizations solely using the power-coercive change strategies coupled with no reward or incentive system in place. Renewal occurs through strong arming and micromanaging the process. Continually monitoring the renewal through herding the workforce leads to short-term gains. Cultural change evolves to the rewarded behavior of pay for hours worked and not performance. This all leads to poor implementation and execution of corporate goals and strategies. The other part of this is all of the secrecy of what the goals, objectives, and strategies really are? Poor or no communication just leads to the workforce putting their hours in - tolling around completing tasks that may or may not help or contribute to the bottom line.
How did the pitfalls impact the overall outcome of the change implementation?
Most of the change is in new product lines and the core processes really do not have to change. This is not to mean that core processes do not need to change, but it will not occur with the sole use of power-coercive change strategies. After the focus of top management has been given to another priority - the workers all go back to the status quo. There is never any real commitment from the work force for success. They are only there to do as little as possible to get their time in - just being paid for physically being there.
What elements of the implementation process seem particularly relevant to your own experience?
Communication and education of the workforce. Many companies claim "open door" policies, but in practise it does not exist. To have strong and sustainable implementation processes, an organization must have open dialogue and sharing of ideas and concerns. Most companies' management team do not take the time to listen and interact with the workers actually carrying out the implementation. The workforce must not only understand why the renewal change is necessary but exactly how they are going to get there and they must have the ability to be heard and give input.
How does communication fit into implementation planning?
Communication is the major tool needed in the implementation planning process. Without it the plan will fail or not be sustainable. The workforce needs to be fully committed through total buy in of the need to change and communication is the only way to get there.
Which aspects of change theory seem particularly useful during renewal implementation? Why do you think so?
The informational and educational strategies are useful for the successful implementation and execution of renewal strategies. The more a company has to re-invent itself or cultural change to meet the evolving market environment the more important they are needed. Long-term and sustainable change will only occur if people understand why they must change and then educated so they have the tools to actually change. People do not respond to threats - threats only build up resentment, which will hurt a company in the long term.
What could you do differently as a result of your learning in implementing a change in your own organization?
Continually educate my department and keep them as informed as I can. Showing them how and why to communicate will help the overall quality of work performed by the department. I t also builds a strong team, one that is willing and able to help their fellow workers as well as other employees outside of their department. It allows me to align them toward what I think the corporate goals are so the bottom line is positively impacted.
Team's experience with the Mike's Bikes simulation during this courses in your learning journal blog:
What strategy did your team decide to adopt during the renewal stage of the simulation?
Our team, Firm 2, decided to launch the BMX bike and stay in the additional five bike segments - for a total of 6 bike segments. All of the teams appears to stay in all 6 segments. We chose to enhance two bikes, Adventurer and Kids, in order to stay within the customer design preferences and lower the prime cost. This was moderately successful.
How did the strategy work?
It worked moderately successful. Part of the problem was incorrectly pricing the BMX at launch, which may have hurt us throughout the simulation.
What concepts from the course did you see reflected in the game play?
Renewal is more than just launching new products or modifying them. It is about reinventing the company and the company's culture to address changes in the market. Strategic planning on how customers will react to the changes in the market and what your competition will do in reaction to your moves in the market place. Moving too far one way or another will hurt the profitability and market share of your company.
What could your team do differently if you were to play the simulation again?
One would be to price the BMX bike correctly at launch. The other would be to explore the branding aspect of the simulation more aggressively. It appears that branding may have had a dramatic effect in the later rollovers, which allow the significant cut in advertisement and PR budgets - leading to great profitability.
What is it that appears to make implementation of a renewal strategy so difficult?
I would say the changes that are required to implement and execute the renewal strategies successfully. People will always resist change and to diminish this resistance they need to understand why change is necessary. Using the organizational change strategies help explain the need for change to the workforce and provide communication channels for questions and concerns.
Which of the identified implementation pitfalls have you observed in your own experience with organizations?
Most of the experience deals with organizations solely using the power-coercive change strategies coupled with no reward or incentive system in place. Renewal occurs through strong arming and micromanaging the process. Continually monitoring the renewal through herding the workforce leads to short-term gains. Cultural change evolves to the rewarded behavior of pay for hours worked and not performance. This all leads to poor implementation and execution of corporate goals and strategies. The other part of this is all of the secrecy of what the goals, objectives, and strategies really are? Poor or no communication just leads to the workforce putting their hours in - tolling around completing tasks that may or may not help or contribute to the bottom line.
How did the pitfalls impact the overall outcome of the change implementation?
Most of the change is in new product lines and the core processes really do not have to change. This is not to mean that core processes do not need to change, but it will not occur with the sole use of power-coercive change strategies. After the focus of top management has been given to another priority - the workers all go back to the status quo. There is never any real commitment from the work force for success. They are only there to do as little as possible to get their time in - just being paid for physically being there.
What elements of the implementation process seem particularly relevant to your own experience?
Communication and education of the workforce. Many companies claim "open door" policies, but in practise it does not exist. To have strong and sustainable implementation processes, an organization must have open dialogue and sharing of ideas and concerns. Most companies' management team do not take the time to listen and interact with the workers actually carrying out the implementation. The workforce must not only understand why the renewal change is necessary but exactly how they are going to get there and they must have the ability to be heard and give input.
How does communication fit into implementation planning?
Communication is the major tool needed in the implementation planning process. Without it the plan will fail or not be sustainable. The workforce needs to be fully committed through total buy in of the need to change and communication is the only way to get there.
Which aspects of change theory seem particularly useful during renewal implementation? Why do you think so?
The informational and educational strategies are useful for the successful implementation and execution of renewal strategies. The more a company has to re-invent itself or cultural change to meet the evolving market environment the more important they are needed. Long-term and sustainable change will only occur if people understand why they must change and then educated so they have the tools to actually change. People do not respond to threats - threats only build up resentment, which will hurt a company in the long term.
What could you do differently as a result of your learning in implementing a change in your own organization?
Continually educate my department and keep them as informed as I can. Showing them how and why to communicate will help the overall quality of work performed by the department. I t also builds a strong team, one that is willing and able to help their fellow workers as well as other employees outside of their department. It allows me to align them toward what I think the corporate goals are so the bottom line is positively impacted.
Team's experience with the Mike's Bikes simulation during this courses in your learning journal blog:
What strategy did your team decide to adopt during the renewal stage of the simulation?
Our team, Firm 2, decided to launch the BMX bike and stay in the additional five bike segments - for a total of 6 bike segments. All of the teams appears to stay in all 6 segments. We chose to enhance two bikes, Adventurer and Kids, in order to stay within the customer design preferences and lower the prime cost. This was moderately successful.
How did the strategy work?
It worked moderately successful. Part of the problem was incorrectly pricing the BMX at launch, which may have hurt us throughout the simulation.
What concepts from the course did you see reflected in the game play?
Renewal is more than just launching new products or modifying them. It is about reinventing the company and the company's culture to address changes in the market. Strategic planning on how customers will react to the changes in the market and what your competition will do in reaction to your moves in the market place. Moving too far one way or another will hurt the profitability and market share of your company.
What could your team do differently if you were to play the simulation again?
One would be to price the BMX bike correctly at launch. The other would be to explore the branding aspect of the simulation more aggressively. It appears that branding may have had a dramatic effect in the later rollovers, which allow the significant cut in advertisement and PR budgets - leading to great profitability.
MBA 755 – Reflections on Module 5 Concepts.
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.
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.
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.
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