1bka_亚太如何安装变动机制.pptVIP

Asia Pacific Meeting 2002 How to Install a Change Mechanism into Organization Keizo Tannawa, WW Tokyo March 14, 2002 in Shanghai Agenda Why “change” is so critical? “Change” Mechanism Organization model driver Corporate governance structure Centralize-Decentralize management Competency management cycle Internal HR Market Creation Implication of change management for Chinese companies Why “change” ? What is same, and different in terms of cause of crash? ENRON Japanese companies The difference Management style Value proposition of the organization Market pressure The same Trap of success ( to be too successful to change = arrogance) Not enough level of disclosure HRM system failure Change mechanism Organization model driver Governance structure Centralize-Decentralize management Competency management cycle Internal HR Market creation Redesign Organization Structure Adapt “Winning organization model” Starting point is set hypothesis of “Integration - Decentralization” status Source of competitiveness should be translated into “Core platform” Design “Corporate platform” Design “Governance structure” Competency management cycle W W W . W A T S O N W Y A T T . C O M Trap of success CS Performance Index Innovation Break point Indifferent zone Quality Zone Impact Zone Current Winning Organization Self-directed Team (Soccer team) System Builder Self-Organizing Amoeba Top-down (Pyramid structure) Core Model Management People Driver (90%) Specialized ＋ Entrepreneurial Manager ＋ System Up-grader (90%) Autonomous Professional ＋ Entrepreneurial Professional Efficiency / Cost Control Innovation / Creation Examples McDonald SV Ventures Strongest Organization Model Expanded GE Model ... Management Team Team Biz Leader Trainee Professional Pro Governance as a change device Clear responsibility share among “CEO”, “COO” and “CFO”, then make “management cycle” at work Real issue lies on “CFO” function (Verification process) in management cycle Disclosure procedure? Nomination