1 / 14

Whole-Scale Change

Whole-Scale Change. a.k.a. real-time strategic planning. Presenter: Se án Henry LI 850 Feb 28,2003. Composite images courtesy of http://www.gettyimages.com/. Overview …. What is whole-scale change? Evolution of strategic planning The paradigm-shift formula: new assumptions, new rules

gordy
Download Presentation

Whole-Scale Change

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Whole-Scale Change a.k.a. real-time strategic planning Presenter: Seán HenryLI 850Feb 28,2003 Composite images courtesy ofhttp://www.gettyimages.com/

  2. Overview … • What is whole-scale change? • Evolution of strategic planning • The paradigm-shift formula: new assumptions, new rules • The whole-scale strategic planning model • A whole-scale success story • Whole-scale tips from a librarian Points pondered…

  3. What is Whole-Scale Change? • Create empowerment, participation, and community • Use reality as a key driver • Build and maintain a common database • Create a shared preferred future • Create change in real time Whole-scale techniques are designed for diverse profit, or non-profit organizations who need to quickly implement change events, like strategic planning. Some core whole-scale values: Cf: http://www.behavior.net/column/dannemiller/

  4. Evolution of Strategic Planning • 1G - Long-range planning • Presented statistical data projecting current growth patterns over a period of 5-10-20 years • A matter for top-down management • 2G - Strategic planning • Environmental scans and scenario building • SWOT –Assess Strengths and Weaknesses in relation to Opportunities and Threats • Leaves change to the “experts” • 3G - Real-time strategic planning • Enables a “critical mass” of the organization to create a new culture in the moment. • Actively engages staff at all levels in the planning process

  5. History of Whole-Scale Change Whole-scale change harks back to Ron and Larry Lippitt’s “Preferred Futuring” (1969), which stresses a common group vision integrating competing alternatives. In 1981, Dannemiller Tyson Associates launched Whole Scale™ to help Ford Motor Company, which sought to move its management culture from “command and control” to a more participative style. Whole Scale™ and similar methods have helped organizations plan strategically and manage change for at least two decades.

  6. The Whole-Scale Paradigm Shift Formula:DxVxF>R • D = Dissafistfaction with the status quo • V = Vision of the future • F = First steps towards change • R = Resistance to change Cited at: http://www.dannemillertyson.com/library/WholeScale_change.pdf

  7. 7 Areas Where Whole-Scale Change Can Achieve Paradigm-Shifting Results(c.f. Holman, http://www.opencirclecompany.com/EECultureChange.htm)

  8. Some New Rules for Leaderscf: http://www.dannemillertyson.com/library/new_rules.html

  9. Whole-Scale Strategic Planning Model Purpose, Mission, Principles What do we stand for? Environmental Trends,Stakeholders’ Needs(Now and Future) How to measure long-term success? Strategic Goals Strategic Thrust Basis of competition (next 3-5 yrs) Evaluate:Did we respond appropriately to stakeholders? Strategic Objectives Achievable results Evaluate:Did it achieve results? Action Plans What will we do?What resources are needed? Evaluate:Did we do it? Implement Do it! c.f.Whole-Scale Change, p. 68

  10. A Story from the Trenches:(Change Handbook, pp. 203-205) Ferranti-Packard Transformers, Ltd • Went through 4 CEOs in 3 years • Heavy anticipated FY losses • Hostile Relationships with Labor Unions • Urgent need for organizational change Bleak 1995 Outlook

  11. Whole-Scale Strategic Intervention at Ferranti-Packard • Plant closed for two days • 280 stakeholders participated in change event offsite • 23-person “Event-Planning Team” representing all levels, decided what issues to discuss as content experts • Whole-Scale consultants facilitated as process experts.

  12. Change Event Outcomes • Change in corporate culture • Environmental awareness • Better customer relationships • Team Commitment • More efficient production • Profits Jump • Union grievances dropped • Plans for major new plant equipment approved

  13. Tips for Whole-Scale Change from a Librarian’s Perspective Richard M. Doughertyhttp://www.unstuck.com • Honor the past and acknowledge the present • Change occurs rapidly if staff and management are committed • Avoid “top-down” or “bottom-up” visions. • Don’t bite off more than you can chew. Prioritize initiatives! • Involve patrons in the change • Remember that change is a continuous process

  14. What we’ve discovered … • …plan strategically with environmental trends and stakeholders’ needs in mind • …change organizational culture quickly and achieve paradigm shifts • …involve staff and stakeholders actively in the planning process • …are adaptable for libraries and information agencies Whole-scale initiatives that…

More Related