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The
Problems You May Face
The
following list may give you a sense of where your organization
is today - do any of these describe your organization? If
so, the need
to
cope with the increasing rates of change in the environment
may
be crucially related to your organization's ability
to grow.
.
Are
These Representative of Your Current Challenges?
| • |
Need
for a living vision that can integrate new initiatives
without each being seen as an independent activity or
part of a continuing series of "programs of the month".
|
| • |
Stagnant
or deteriorating organizational performance - on an absolute
basis, based on competitive comparisons, or vs. the organization's
own plans or expectations. |
| • |
Increasing
external pressures for change from customers, competitors,
suppliers, new technology, government regulations, potential
employees, or other sources. |
| • |
Need
to create a new basis for the employee - organization
bond where management actions have severed the more traditional
bond of mutual loyalty. |
| • |
Slow
or late delivery of new products and services to customers.
|
| • |
Failed
or ineffective efforts in the areas of six-sigma or Continuous
Improvement where management still sees these as important
to their overall long-term strategy. |
| • |
Recognition
that greater capacity for change is critical for survival.
"Riding the wave" of previous success won't work
and even successful change processes must improve. |
| • |
Inability
of the organization to address the needs for competently
prepared employees in a timely manner. |
| • |
Recognition
that the current operating practices of the organization
are designed for permanence and have become blocks to
dealing with a more rapidly changing world. |
| • |
Adoption
of a competitive strategy focused on rapid, proactive
change and fast cycle times. Wanting to force others to
respond to the organization's lead, not vice versa. |
| • |
Leader's
or the organization's vision includes changing, learning,
and improving as aspects of each person's role. |
| • |
Desire
to appreciate the value of the organization's human capital
to maximize Return on Human Assets (ROHA) |
| • |
Leader
who wants to leave the organization capable of continuous
change, learning, and improvement as part of his or her
personal legacy. |
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