Refers to the need for integrating the change initiative throughout the entire organization and/or target process; from start-to-finish and top-to-bottom OTTOMH/flinch DXL Refers to the amount of Communication, Cooperation, Collaboration, and Coordination necessary to bring about the desired change (DXL) in the time available Refers to the amount of Innovation being introduced or taking place in support of the desired level of change.
Refers to the dimensions of Innovation based on four critical bodies of knowledge: 1) Product, 2) Process, 3) People, and 4) Program/Protocol (I. E. , the “rules” by which an organization operates) – A Formula For Success – What’s Important About This Formula? The total or overall ability of an organization to continuously improve its “X” (e. , “M” manufacturing) capabilities is determined by the combination or interplay of two critical parameters: 1) the ability to integrate Communication, Cooperation, Collaboration, and Coordination throughout the organization/process from top to bottom or start to finish and, 2) the extent to which Innovation in the Product, Process, People, and Program/Protocol-knowledge dimensions can be brought to bear on solving problems related to both efficiency and effectiveness.
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Properly managing the intellectual asset base of the organization around the notions of rapid/adaptive robber-solving and accelerated organizational learning (at both the individual and team/group levels) has proven itself time and again to be the most viable and most strategic meaner for creating competitive advantage within a highly dynamic business environment. This notion of problem-solving is central to the point of this equation because the speed with which it can be done often requires action to be taken simultaneously in the “C” and “l” arenas.
However, it now appears that placing initial emphasis on building the environment in which communication, cooperation, collaboration, and ordination can be effectively facilitated is key to achieving both the necessary speed and precision in the marketplace. Demonstration of an on-going capability to recognize, evaluate, and control/correct those things which can occur other than what is expected or desired to occur (aka contingencies) is typically dependent upon a unique set of environmental conditions.
Unique because one of the first steps in building this environment is to establish focus along a chain of customers; a chain that will vary from organization to organization and from process to process. Fortunately, the techniques and tools that an be deployed in the building process are not proprietary and are based upon well established principles of human learning. – SEE NEXT PAGE -> continuously Improved x How Do You Make It work? Part I of Ill: The Environment) Suppose that the answer to this “HOW” question cannot be approached from the perspective of trying to determine what tools and techniques will work best. Instead, suppose the question can be approached from the standpoint of deciding what the ultimate objective underlying an organization’s approach to continuous improvement ought to be. Based on this ultimate objective perspective, the clarity around and appreciation for the answer improves immensely.
And it negates any possible value in debating methodology. For example, a good starting point might be the assumption that reengineering/transformation initiatives should have as an ultimate objective (underlying all related methodology-based activities) that of accelerating the organizational learning process and concomitantly, building a capability for accelerated organizational learning. Why?
Because when it comes down to those factors that can truly spell the difference between an organization’s continued survival and its ultimate extinction, there isn’t very much in the way of readily available detailed blueprints for building the types of capabilities needed to successfully execute the behavioral imperatives (aka “must-do-wells”) an organization has to perform in order to ensure its ongoing survival in today’s marketplace.
In fact, according to Rare De Guess, a recognized authority on corporate planning and capability development, there is no truly sustainable competitive advantage other than the speed with an organization is capable of learning and therefore, adapting (extracted from “Planning As Learning” by Rare De Guess, HOB: March-April, 1988). Under the conditions where a major reengineering or transformation initiative is most likely to achieve this ultimate objective, it’s common to witness an intense, narrowly scoped effort directed at bringing about dramatic change(s) to the way an organization currently conducts its business operations.
The focus of such an effort will be on some clearly definable segment(s) of the business. And within this context, selected groups or teams of individuals – often representing a range of disciplines – are able to focus their respective knowledge and expertise – in a highly collaborative manner – on a reduced subset of organizational imperatives or must-do-wells. And to ensure that each imperative is linked back to critical marketplace behaviors, each must be traceable to a customers through a series of customer-centric interactions that can be associated with measurable performance metrics. Continued Without risking upheaval in and potential devastation of the entire organization, learning-focused, agile reengineering/transformation initiatives represent opportunities to define the future-state capabilities needed/targeted in response to changing market and competitive conditions. They enhance the ability of the organization to accelerate learning through a process of controlled and directed experimentation.
Not unlike the learning process that often takes place in a child’s sandbox, a properly executed reengineering/transformation initiative provides learning tools/mechanisms that allow a set/group of stakeholders to simulate their desired/targeted future world, and discover/prove not only what it will take to make it a reality, but also how to go about doing it in the most efficient and effective manner possible. It becomes the “place” in which old rules are safely broken, new behavior tatters are devised, alternate business processes are designed and tested, and the foundation for a smooth and efficient implementation is established.
In addition, any reengineering/transformation initiative that does not provide for a reduction in the background noise typically generated by the competing or conflicting demands found in a less-focused environment – reduces the ability to conduct, and thereby learn from experimentation. (Part II of Ill: The Tools) Accelerated learning environments are most often characterized by the presence of objects that are representations of either the real or imagined world.
In an accelerated learning environment, these objects are used to capture and transform individual beliefs and perceptions about the current-state into a collective or common framework, that then becomes the vehicle for transitioning those current- state beliefs/paradigms into a set of new and more appropriate future-state beliefs/ paradigms. These objects, sometimes referred to as transition objects, are the tools with which an organization becomes empowered to build a common language for expressing itself in internal dialogue about both its present and desired/needed future-state capabilities.