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Unlocking Continuous Change: Strategies for Sustainable Organizational Growth

Explore the secrets of driving continuous change in organizations with insights from GE's transformational journey, understanding two change styles (Theory E and Theory O), empowering employees, and navigating the challenges of managing discontinuities.

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Unlocking Continuous Change: Strategies for Sustainable Organizational Growth

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Presentation Transcript

  1. Change Management Prof. Steve Phelan Lecture 20

  2. Today • Continuous change at GE • Cracking the code of change (2000) • Unlocking the mystery of large scale change • GE issues • LMZ Chs 43-44 • Seven practices of successful organizations (1998) • The new agenda for OD (1997)

  3. Cracking the code of change • Two change styles (Theory E and O) • Theory E is shareholder value driven, top down, focused on structure and systems, relies on financial incentives • Theory O is commitment driven, bottom up, focused on culture and employee skills • Authors argue that management needs to do both by explicitly embracing the paradox

  4. Unlocking the mystery • New think • Shared ownership of vision – open dialog • Public information – we all work from the same picture • Volunteer mindset (‘what can I do?’) • Respect for whole individual • head, heart, hands, spirit – equally human • Wisdom • We have the knowledge and skills we need or know how to get them • System • I understand how we fit together • Process • We continually learn and change together

  5. GE Issues • Challenges of copying GE strategy/culture • What were the hardest things to copy? • Why? • What should be done? • Workout • Is violating “no meeting Wed” a big deal? • Internet strategy • How did it roll-out so fast?

  6. Pfeffer • The seven practices are: • Employment security • Selective hiring • Self managed teams • High compensation contingent on performance • Training • Reduction of status differences • Sharing information • Best way of unlocking Vaill’s latent energy?

  7. The New Agenda for OD • Loss of community • People pretend to care more about one another than they really do • Loss of employer-employee social contract • I must take care of myself • Employability • Is my employer giving me the skills to find another job if I have to? • Trust • Widening gap between have and have nots • Difference between what managers say and do • Lack of openness • Culture Clash • Need for negotiation and conflict resolution skills

  8. On mergers • Interesting list of change strategies • Importance of vision/superordinate goal • People need to understand the why behind the vision • Importance of employee communication • Relationships beyond the workplace • A few off-site meetings together early • Proximity was key • Getting on with it/rapid decision making • Walk the talk • Don’t forget the customer • Very similar to our merger simulation

  9. Managing discontinuities • List of emerging discontinuities • Globalization • Deregulation/privatization • Volatility (need for flexibility) • Convergence of technologies • Indeterminate industry boundaries • Standards • Disintermediation • Eco-sensitivity • What about terrorism, oil? Not even anticipated

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