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ACESA and CEO Forum N. Ireland

ACESA and CEO Forum N. Ireland . Plan or be Planned for. Eddie Molloy, Ph.D. Director Advanced Organisation. Slieve Russell Hotel 14 – 15 April, 2011. Four Stances vs. Environment. ‘it is naive to believe someone else will work it out correctly.’. Strategic Re-think and Adjustment.

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ACESA and CEO Forum N. Ireland

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  1. ACESA and CEO Forum N. Ireland Plan or be Planned for Eddie Molloy, Ph.D. Director Advanced Organisation Slieve Russell Hotel 14 – 15 April, 2011

  2. Four Stances vs. Environment ‘it is naive to believe someone else will work it out correctly.’

  3. Strategic Re-think and Adjustment • Companies on a positive, predictable trajectory, then - - - • Hit by perfect storm: (Ireland’s Five-Part Crisis; NESC) • Banking • Public finances • Competitiveness • Social crisis • Reputation • Plus legitimacy of major institutions • Implications: - Discontinuous change (vs. incremental) - Urgency of execution

  4. Scale and Urgency

  5. What changes when the change is discontinuous/radical? • Wind down in orderly way • Rationalisation of portfolio • Mergers, acquisitions • New business model, e.g. fee for service. • On-line vs. face-to-face service delivery • 20 – 30% reduction in costs • New internal structures • Significant innovation • Cultural change • New blood at Senior levels (Public Service) • New Name/brand

  6. Open Systems Planning

  7. Unit of Analysis and Change Future competitiveness Plan 23 Separate Performance improvement Plans - - - 23 2 3 4 5 6 7 8 9 1 Continuing competitiveness Plan 1 Plan for Dublin Brewery C C P No. 2 1 Plan for all Breweries in Ireland C C P No. 3 1 Plan for all Breweries in Ireland and UK

  8. Mergers/Joint Ventures + =

  9. The Change Story What • Strategy • Structure • Budget • Culture • Staffing • Facilities, ICT • Work practices • Measurement • Management • Processes • Etc. Relations • Vision • Destination Where to How Change Appeals to Ideals, Inspires Appeals to Guilt and Fear + - Who is impacted ‘Hard’ ‘Soft’ When – sequence Why / Drivers • Compelling Case • Burning platform Name responsible person 9 Is budget allocated System of Accountability Dates of 1st, 2nd Review

  10. What has to be addressed? The Organisational Iceberg Depth Time Fast Discussible • Strategy: Portfolio, priorities, arenas • Structure • Resource allocation • Management processes • Core Business processes • Work practices • Reward systems • Staff numbers • Skills, competencies • Etc. Technical Challenge • Culture • Loyalties • Beliefs • Work Ethic • Identity • Attitudes to Cultural Challenge Risk Etc. Etc. Taboo Slow

  11. Tactics Which has been dominant mode Given urgency and scale where do we need to be? Consequences of any shift in mode? The Place of ‘Partnership’ Theory E: Action, Results, Decisiveness - - - 10/10 5/5 Suboptimal compromise Avoidance Theory O: Dialogue, Collegiality - - -

  12. Plan or be planned for Thank you

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