300 likes | 411 Views
Class Materials Overview. Susan C. Lemont December 17, 2007. Presentation Overview. Tonight’s Readings Synergy between models Final Assignment Centrelink Mad About Plaid The Writing Center at Harvard. Erikson.
E N D
Class Materials Overview Susan C. Lemont December 17, 2007
Presentation Overview • Tonight’s Readings • Synergy between models • Final Assignment • Centrelink • Mad About Plaid • The Writing Center at Harvard
Erikson The Erikson life-stage virtues, in the order of the stages in which they may be acquired, are: Hope- Basic Trust vs. Mistrust Will- Autonomy vs. Shame and Doubt Purpose- Initiative vs. Guilt Competence- Industry vs. Inferiority Fidelity- Identity vs. Role Confusion Love (in intimate relationships, work and family)- Intimacy vs.... Isolation Caring- Generativity vs. Stagnation Wisdom-Ego Integrity vs.... Despair
Styles of Organizational Management Rensis Likert’s model* Continuum of four management styles System I – Exploitive Authoritative System II – Benevolent Authoritative System III – Consultative System IV – Participative *Rensis Likert – The Human Organization.
Stages of Complexity Simple Complicated Complex Chaotic
Anita M. McGahan How Industries Change Not Threatened Threatened Threatened Core Assets Not Threatened Core Activities
Geoffrey Moore Early Market - introducing new technology Chasm - caught betwixt and between Bowling Alley - technology is gaining acceptance Tornado - technology is necessary and standard Main Street Early- hypergrowth has subsided Main Street Mature - consolidation and M&A Main Street Declining- next generation on the horizon Fault Line/End of Life - technology obsolescence
Skills for Innovation (Moore) • Must mutate core competencies over time • Must confront the “inertia demon” • Must extract resources from legacy processes and repurpose them for the new innovations
Skills for Innovation (Moore) • Necessitates learning a new mindset • Construct the next generation of competitive advantage • Deconstruct legacy resources when necessary
Skills for Innovation (Moore) • Choose the appropriate leader • Ed Schein - “The Anxiety of Learning”
Resilience • Future success of business hinges on resilience (Hamel and Valikangas) • Resilience – The ability to dynamically reinvent business models and strategies as circumstances change
Resilience • Challenges to building resiliency • Cognitive Challenge (consciousness about changing) • Strategic Challenge (awareness for building options) • Political Challenge (diverting resources for innovation) • Ideological Challenge (commit to going beyond excellence) • Recognize “strategy decay” and work to regenerate
Resilience • Seeking to enhance resiliency • Minimize propensity to over fund legacy strategies • Recognize when “optimization” needs to be set aside to make way for a “restless exploration” of new strategy options • Competitive strategy for today’s marketplace
Creating a Sustainable Organization (Funk) • One whose characteristics and actions are designed to lead to a “desirable future state for all stakeholders” • Incorporate intangibles such as intelligent property and employee talent
Blue Ocean Strategy (Kim & Mauborgne) • Red Ocean industries • Existing industries with defined boundaries and competitive rules of the road greatly understood • Compete to outperform rivals for greater market share
Blue Ocean Strategy (Kim & Mauborgne) • Blue Ocean industries • Industries not in existence, with unknown market space and untainted by competition • Create new industries, or alter the boundaries of the firm • Represent the engine of growth
DICE Technique • Assessing major change initiatives and creating new entities – Sirkin et al.
DICE Technique • Duration – time until the change program is completed • Integrity – ability to complete the initiative on time (dependent on member’s skills and traits) • Commitment to change (top management [C1] and employees [C2] • Effort (over and above the usual workload)
Breaking the Code of Change • The role of consultants in change initiatives • Ed Schien
Centrelink • Preserving morale during downsizing (Misrah, et al.) or restructuring (Centrelink case) • Does this involve “unlearning” and “relearning”?
Centrelink • Project Management • Predictable Surprises • Uncertainty in Projects
Meyer, Loch and Pich Characterizing Uncertainty in Projects Variation Levels vary randomly, but in a predictable range Foreseen Uncertainty Known factors influence project, but in unpredictable ways Unforeseen Uncertainty Influence factors cannot be predicted Chaos Unforeseen events completely invalidate the project.
Centrelink • Deeper dive into the material for the final assignment. • Integrating separate corporate cultures • Ed Schein • The Role of Formal Structures and Processes • Jay R. Galbraith, Breaking the Code of Change
Centrelink • Pitfalls • Information Systems Manager perspective • Do not regurgitate the case
Mad About Plaid • Introduction • Niall Ferguson • Dana Thomas • Dov Seidman • Gil Corkindale • Student Commentary as the Fifth Respondent • Conclusion
Mad About Plaid • Introduction • Each commentator views the case through their own frame or lens based on their experience. • The solution does not lie within just one correspondent, but by integrating parts of each commentary.
Mad About Plaid • Niall Ferguson - a very partial list: • Theory E and Theory O • Holding multiple frames/Developing Versatile Leadership • Thinking vs.... Knowing • Traps in the Decision Making Process • Behavioral Approaches to Change
Final Assignment • Writing Center at Harvard • Did you receive this suggestion on your commentary? • Are you a distance student?