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  • Transformed r4

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    The document outlines the root causes and symptoms of why organizations need to be transformed. Some of the root causes include a focus on short-term thinking and maximizing shareholder value, mechanistic processes and standardization, and leadership skills being missing in today's managers. This leads to intermediate causes such as measuring the wrong things, cost-cutting killing jobs, and innovations not sticking. The symptoms and consequences are firms not learning or innovating, shareholder value being the only focus, and workers, customers, and shareholders all doing poorly as a result.

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    The document outlines the root causes and symptoms of why organizations need to be transformed. Some of the root causes include a focus on short-term thinking and maximizing shareholder value, mechanistic processes and standardization, and leadership skills being missing in today's managers. This leads to intermediate causes such as measuring the wrong things, cost-cutting killing jobs, and innovations not sticking. The symptoms and consequences are firms not learning or innovating, shareholder value being the only focus, and workers, customers, and shareholders all doing poorly as a result.

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    © All Rights Reserved
    Скачайте в формате PDF, TXT или читайте онлайн в Scribd
    Отметить как неприемлемый контент
    13 просмотров1 страница

    Transformed r4

    Загружено:

    super_sumo
    The document outlines the root causes and symptoms of why organizations need to be transformed. Some of the root causes include a focus on short-term thinking and maximizing shareholder value, mechanistic processes and standardization, and leadership skills being missing in today's managers. This leads to intermediate causes such as measuring the wrong things, cost-cutting killing jobs, and innovations not sticking. The symptoms and consequences are firms not learning or innovating, shareholder value being the only focus, and workers, customers, and shareholders all doing poorly as a result.

    Авторское право:

    © All Rights Reserved
    Скачайте в формате PDF, TXT или читайте онлайн в Scribd
    Отметить как неприемлемый контент
    из 1

    WHAT IS THE PROBLEM?

    WHY ORGANIZATIONS NEED TO BE TRANSFORMED


    History Root causes Intermediate causes Symptoms & consequences

    Goal of firm Incentives Pay without


    The is to for C-suite
    Enlightenment performance
    maximize C-suite takes the
    shareholder to cream
    value maintain Measure
    “Adapt” is status quo the Focus on
    missing mergers. Financial
    wrong
    from acquisitions sector
    things
    empiricism takes
    What is more
    measured Foreign cream
    changes outsourcing
    perceptions,
    Belief that Share-
    Short attitudes &
    what Cost- holders
    Mechanistic term actions
    you Processes, cutting Firms get
    linear thinking
    measure standardization not only
    is real thinking learning crumbs

    Kill
    jobs ROA/
    Economies ROIC
    Belief of scale only Shareholders,
    in Firm
    models 25% of & workers.
    Innovations Reduce culture
    Leadership
    don’t stick risk is hard
    1965 Workers & customers
    skills
    to are are ALL
    missing in pain
    change doing
    in today’s
    People at Unsuitable managers
    Failure
    Units Fear, Firms poorly
    the top leadership compete avoid
    to tap can’t
    know model with blame
    collective innovate
    best each Firm
    intelligence other
    of workers, culture
    Firm does
    customers,,
    culture not fit
    does Firms
    work
    not fit dying
    Only 1 in Gen Y
    workers faster &
    5 workers hate
    faster
    fully the
    engaged workplace
    Balance of Workers
    E Internet power in are
    X & social market networked
    T networks place
    E shifts from
    R seller to New firms New firms
    N buyer Customers Innovate disrupt
    A Ignore Globalization are Depressed incumbents
    L environment, networked communities; Depressed
    community enviromental economy
    impacts Draft r4 Jan 10 2012 Steve Denning damage

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