great transition - martin ch 32 35
Post on 21-Oct-2014
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DESCRIPTION
Great transition book by Martin offering us someway to do business process re-engineering that means a way to change a method or business process dramatically. It sounds good since the ordinary business process only changing at unimportant level. In this chapter martin said that works was appraised by the performance.TRANSCRIPT
The Great Transition
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Ch 32 - 35
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Contents
1. The New Employment Deal
2. The Changing of Corporate Culture
3. Managing the Risks of Corporate Change
4. Starting Afresh
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Keywords
Changing of compensation scheme
Old world organization• Hope of promotionhierarchy structure• Paid at regular interval vs. contribution• Static world
New world organization• Cannot climb automaticallyhorizontal structure• Paid based true value• Changing fast
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New Deals
BadWe cannot guarantee regular salary raises. There is no longer job security.
New Deal
As you learn more, you will become more valuable
NewDeal
If you make yourself valuable, you will be employable and compensation will relate to your value
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Full Explanation
Management
Full Explanation
Employee.
What is happening & why
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New payment schemes
Bonus: Result-basedBonus: performance-based
Stock Options
No automatic payment increasewithout value increase
Gain/profit sharing:Bonus for achievement
Based pay linked to knowledge,Skills, capability:
flexibility in job assignments
Paymentschemes
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Employee appraisals
Should relate to how valuable they are as team members
Sensitive, appraisal is a basis for compensation
Team performance or individual performance
Team member appraise their colleagues
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Employment packages
Class 1, core employees are uniquely valuablelock them in
Class 2, employees who would be expensive to replacerewarded for their skills
Class 3, out sourcing to do professional tasks
Class 4, interchangeable employees
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The Changing of Corporate Culture
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What is Cultures?
Webster Behaviors and beliefs of particular groups
CEO of McKinsey The way we do things around here
Culture refers to total communication pattern within community
Dalam jangka panjang, culture membentuk sistem imunitas dalam suatu sistem, seperti antibodi
Sebagian besar teknik EE gagal diterapkan untuk merubah culture suatu sistem
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Perubahan dalam culture
Suatu culture yang sudah stabil akan membentuk mekanisme perlindungan sehingga enterprise dapat bertahan
Suatu perubahan seperti EE akan mengaktifkan mekanisme perlindungan tersebut atau culture akan sulit untuk menerima perubahan Prevent to enter Attacks if enter Inactivates when cannot be killed
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Komponen culture
Formal culture Right and wrong way to do things Taught by admonition “You can’t do that here”
Informal culture Learned by imitation “Do it this way”
Technical culture Taught and explained rationally Based on logical analysis “Is there any other way”
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The Level of Cultural change
Management directive Management decrees vs antibody
Marketplace demands Responsiveness to current market demand
New Technology Penetrate culture, numbing effect on the culture like
dentist’s needle New Visions
Vision can excite people Basic values
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Pembentukan visi
Nilai dan visi dinyatakan secara berulang dari atas ke bawah
Kampanye slogan, poster, kertas pengumuman
Perusahaan banyak melakukan pemecatan terhadap karyawan yang resist
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Cultural change
Memerlukan biaya dan waktu yang tidak sedikit
Tahapan perubahan dari keseluruhan perusahaan dapat berganti menjadi perubahan secara parsial
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Managing the Risks of Corporate Change
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Failures in BPR
Kegagalan dalam BPR mencapai 70%, karena: People don’t know what they are talking about Committed executive leadership is missing Corporations don’t know how to manage
corporate changePerubahan biasanya diasosiasikan
dengan perubahan kenyamanan dan kemanan posisi, gaji, dan kekuasaan
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High Management Roadblocks
Top executives tend to oppose any scheme that would lessen their own compensation or power
Only CEO can deal with high management change
Long term corporate performance
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Perubahan culture
Perubahan dilakukan secara bertahap dari skala lab, pilot dan skala besar
Peranan kaizen selama proses perubahan
Perubahan sedikit dalam waktu singkat daripada kesempurnaan dalam waktu lama
Perubahan kebiasaan biasanya menghadapi resistensi dimana karyawan cenderung mengambil cara aman
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Starting Afresh
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Perusahaan Jerman dan Jepang mengalami kesuksesan setelah PD II karena perusahaan mereka di bom.
Perubahan nilai sangat sulit untuk dilakukan pada perusahaan dengan ukuran yang sangat besar, hirarki dan birokrasi yang kompleks
Banyak perusahaan besar membentuk perusahaan kecil yang terpisah dari induknya sehingga memiliki culture dan value-stream sendiri
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Reinventing government sulit untuk dilakukan
Reinvention banyak di USA karena budaya wirausaha
