14Mckinsey-新员工培训手册（内有全部麦肯锡的工具和方法介绍）英文.pptVIP

BALANCE ON 3 DIMENSIONS IS KEY Requirements Dimension Potential risk from overreliance Energizing vision Customer/shareholder/employee triad Clear performance targets Lack of commitment Confusion Cynicism Performance wins Relevant knowledge and skill building Expansion expectation Unfocused efforts Ignored or undermined by management Cross-functional opportunities missed Discontinuities addressed Clearly understood process installed Old systems/structure/ processes eliminated Overly complex Beyond existing skill and capabilities The OP has defined a wide array of change approaches. Each change approach strikes a unique balance among the dimensions of the transformation triangle. Your challenge is finding the change approach that strikes the balance appropriate for your client situation. OVERVIEW OF 5 PERFORMANCE CHANGE APPROACHES A B C D E Description Structured process-Driven problem solving (compliance) Empowered opportunity-driven innovation Values-driven adaptive improvement Cross-functional process redesign Top-down, skill-driven building/ improvement Transforma-tion emphasis Example TOP/AVA Breakthrough TQM CPR Corporate skill teams When appropriate Step change needed quickly Entitled culture Change-ready, flexible organization Approaching theoretical limits; performance ethic and capability in place Cross-functional redesign needed New basis for competitive advantage needed Typical goals 40% of compressible costs (imposed) Up to each team; typically, stretch targets in quality, cost, etc. Continuous improvement Quicker, cheaper, better Lasting competitive advantage No matter what change program is selected, the following six energizing elements should be addressed. By addressing each one, the client builds the energy required to make organizations change. ENERGIZING ELEMENTS Ambitious, measurable objectives Reinforcing feedback Consequences Winning formula Winning leadership group Doer-driven Fact-based People-intensive New mind-set New