持续变革

ModuleEightWhyWhatWhoHowWhereWhen•Leaders•Players•Recipients•Live&Dead•Forces•Start•End•On-going•Pre-Launch•Transition•Post-Launch•Vision•Factors•Adaptation•Type•LevelWhenthingsaregoingwellProactiveattemptstoresistcomplacencyandstagnationWhenresultsaremixedAproblemsuchaspoorqualityorservicemaytriggeraneedforchangeWhenacrisisoccursAdefinitethreatexistsThechallenge-notwaitingtoolongorstartingtoosoon.挑战-等待不足，或启动太早。当事情进展顺利时主动阻止自满和停滞当结果好坏参半时质量低劣或服务差劲的问题可能会触发改变需要当危机发生时威胁明显存在Shiftfromlarge-scale,first-orderchangetothesecond-order,morecontinuousformofchangeFocusisonlearningandadaptinginthelongterm从第一级大规模的改变，转到第二级持续性的变化状态重点是长期的学习和适应Seismicshocks–financialcrisesSystemicshifts–newstate-marketparadigmdrivingeconomiesofChina,Russia,andGulfcountriesQuestionsforbusinessleadersAreyourglobalantennaefunctioningproperlyandaretheywell-adjustedtotherapidlychanginggloballandscape?Doyouunderstandglobalpoliticsandtheforcesdrivingthepoliciesandaspirationsofthekeyemergingeconomicpowers?Areyoupronetosimplificationandgeneralization?Areyoutrulyglobalandresponsibleasaleader?地震式冲击-金融危机系统性转变-新兴市场模式驱动著中国，俄罗斯以及海湾国家的经济，企业领导要解答的问题你的全球触角是否正常运作，是否调整好以应对迅速变化的全球景观？你是否了解全球政治力量如何影响主要新兴经济体的愿景和政策？你是否倾向简化和一般化？你是否真正全球化和负责任的领导？KeyprinciplesfororganizationalchangeParticipationisnotachoiceLifealwaysreactstodirectives,itneverobeysthemWedonotsee‘reality.’Weeachcreateourowninterpretationofwhat’srealTocreatebetterhealthinalivingsystem,connectittomoreofitself组织变革的关键原则参与不是一种选择生活从来不是跟指令的，只是应对指令我们没有看到‘现实’，只是我们对‘现实’作个人解释创出一个生态系统，与之更健康紧密地连接起来激励变革MotivatingChange创建愿景CreatingVision发展政治支持DevelopingPoliticalSupport管理转型ManagingtheTransition维持势头SustainingMomentum有效的变革管理EffectiveChangeManagementCreatingReadinessforChangeSensitizetheorganizationtopressuresforchangeIdentifygapsbetweenactualanddesiredstatesConveycrediblepositiveexpectationsforchangeOvercomingResistancetoChangeProvideempathyandsupportCommunicateInvolvemembersinplanninganddecisionmaking准备变革增加对组织变革压力的敏感度认定实际和理想之间的差距传达积极可信的变革期望克服变革阻力同理心和支持沟通成员参与规划和决策KnowledgeOthers’SupportPersonalityPlayingitStraightUsingSocialNetworksGoingAroundtheFormalSystem知识Knowledge其他人支持Others’Support个人性格Personality直接PlayingitStraight社交UsingSocialNetworks游走各部GoingAroundtheFormalSystem个人权力来源IndividualSourcesofPower权力策略PowerStrategiesDiscoverandDescribetheOrganization’sCoreIdeologyWhatarethecorevaluesthatinformmemberswhatisimportantintheorganization?Whatistheorganization’scorepurposeorreasonforbeing?ConstructtheEnvisionedFutureWhataretheboldandvaluedoutcomes?Whatisthedesiredfuturestate?提出和描述组织的核心思想什么是核心价值，通知各成员组织重视什么？什么是主要目标，组织存在的理由？展望未来什么是明显值得追求的成果？什么是未来理想的状态？AssessChangeAgentPowerIdentifyKeyStakeholdersInfluenceStakeholders评估变革推动者的能力认定主要持份者影响持份者ActivityPlanningWhat’sthe“roadmap”forchange?CommitmentPlanningWho’ssupportisneeded,wheredotheystand,andhowtoinfluencetheirbehavior?Change-ManagementStructuresWhat’stheappropriatearrangementofpeopleandpowertodrivethechange?活动策划什么是变化“路线图”？承担规划需要谁的支持，他们的立场，以及如何影响他们的行为？变革管理架构如何适当的安排员工和权力来推动变革？ProvideResourcesforChangeBuildaSupportSystemforChangeAgentsDevelopNewCompetenciesandSkillsReinforceNewBehaviorsStaytheCourse提供变革的资源建立变革推动者支持系统开发新的能力和技术加强规范新行为坚持到底ManyorganizationshavebeenthroughamajortransformationandtheexperiencewaspainfulManyorganizationshavegrownupinaclimateofopennesstochangeMoreexperiencedchangeagentsareavailableAcceptanceoftheneedtoembraceuncertainty许多组织经历重大变革，经验是痛苦的许多组织坦然面对改变，形成有助成长的气氛预备更多经验丰富的变革推动者接受要拥抱不确定性AvisionofthefutureCollectivecreationofawholesystemsviewAvailabilityofcriticalinformationEngagementofhead,heartandspiritoforganizationalmembersEmpowermentofindividualsRecognitionofknowledgeandwisdomoforganizationalmembersChangeisaprocess,notanevent对未来的愿景集体提出完整系统构图提供关键信息组织成员全心全意的参与装备个人力量肯定组织成员的知识和智慧变化是过程，不是事件Keyreadingsformodule21.Jick,p.1132.Spector,p.1323.Hamel&Valikangas,p.182DiscussionitemsWhatarethekeyconcepts/take-awaysineachreading?Relatethesetoyourownorganizations(2-3examplesforeachreading)讨论题目什么是各部份的重要概念/得着？应用到你所处的作業裡ProductEEandEEQ第五章：研究個案的實際意義和啟示第六章（AofB）：落實收購合併的措施建議思考題：戍18200420062008No.ofbranchesNo.ofemployeesSince1935Since1912Since1933US$0.3bn16600US$1.3bn17700US$4.7bn351,300AcquisitionConsiderationsUltimateOwnershipbyGov’t(%)71%61%36%InthefirstDecadeOfnewMillennium1920Ifyouknowyourcompanyisbeingacquired,what’reyourthoughts,feelingsandresponses?‘Thepilotjumpsfromtheboat'.Ourex-CEOhasresigned“…abitdegradedtoworkinaChinese-fundedbank“…anaveragecompany…takesbettercareofitscopiersthanitstalents…cannotbe…acopier,Ichosetochangetheboss”.“Astart-upbonuswasnicethinkingaboutthewealththisbankhas.”“…head-huntcolleaguesthathadreceivedretentionbonus”workforaChinese-fundedbankwhichisnotmywish”“Iexpectmoreopportunitieswhenthebankexpanded”“Myfamilyalsoadvisedmetoquitwhentheysawmelosetenpoundsofweight”Whatajoke...thebankisgoingtodoublethebranchfrom14to28nextyearandtripleinthefollowingyear.“openandtwo-waycommunication’and‘leadingfromtheheartmanagement’to‘top-down’and‘bo