麦肯锡新员工培训手册英文版 .pptVIP

A packaging company applied these energizing elements as they built the skill they called value-based systems selling (VBSS): With a clear vision and leadership settled, the company decided on a problem solving process that involved six multinational skill teams, each with a credible leader. Their performance measures were narrowed to two aspects: in terms of input, they measured account plans created and number of plans created and number of people trained; in terms of output, they measured price and market share. To communicate the message, the president embarked on a “road show” to manufacturing and sales locations; the senior managers attended workshops; and a newsletter/bulletin about VBSS was begun. The organizational infrastructure was modified to establish account teams, global account managers, and an account planning function. On the people development front, an “ action learning” program was begun to teach people more about account planning. All these tools and activities were focused on achieving a new level of excellence in the core skill of VBSS that the company knew was critical to its strategy. Organizations usually change in response to discontinuities – either external shocks (such as deregulation ) or internal changes (such as new leadership) that make it clear that the old , “grooved” way of doing things is no longer winning. The successful ones will create a new winning formula that is based on changes in strategy, newer or stronger skills, and/or shared values. Contrasting the new winning formula to the old formula identifies and gauges the change that the organization is considering and defines the vision for the change program. A change vision is a creed that summarizes what an organization is trying to become and why. As such, it guides organizational priorities by redefining and recombining business objectives, required institutional skills ,and corporate values about what is important around here. A change vision is at the heart of top m