organizational development
TRANSCRIPT
Organizational Organizational Development Development
Brenda NeckvatalSchool of Continuing Studies
University of Richmond
IntroductionIntroduction
Organizational Development Organizational Development ModelModel
MacroMacro
Evaluated Each CountryEvaluated Each Country
What is it like to be a citizen
What is their corporate & industrial culture like
Educational focus
Socialized healthcare
Approach to technology
United StatesUnited States
Home-run hitters who are capable of producing ‘wow’ results
Individual accomplishments are apex in achievers
Leaders stand poised in the spotlight
JapanJapan
Technologically advanced, fast turnaround of concept production & marketing goods
Captures lightning in a bottle
BoshitoThe welfare of the unit is greater than the
individual
GermanyGermany
Slow consistent innovative approach to technology
Developing on their successes through research & development
Products capture long term community-like brand loyalty
OrganizationOrganization
OrganizationOrganization
Visionary Companies
Length of time – 50 years in business
They are admired & studied in the business community
Sustained through multiple product life cycles
12 Shattered Myths12 Shattered Myths
12 Shattered Myths of a Visionary Company
1. It takes a great idea to start a great company
2. They require charismatic leaders3. They exist only to maximize profits4. They share common “correct” core values5. The companies are a great place to work,
for everyone
12 Shattered Myths12 Shattered Myths
12 Shattered Myths of a Visionary Company
6. The only constant is change7. All blue-chip companies play it safe8. They are successful because of brilliant
and complex strategic planning9. CEOs must be hired from outside the
company to stimulate change
12 Shattered Myths12 Shattered Myths
12 Shattered Myths of a Visionary Company
10.Successful companies focus primarily on beating the competition
11.They can’t have their cake and eat it too12.They become a visionary company
through their “visionary statements”
Building a Visionary CompanyBuilding a Visionary Company
Clock BuildingClock Building
Clock BuildingClock Building
Building a company that can prosper beyond the presents of any single leader through multiple lifecycles is clock building.
Clock BuildingClock Building
Successes in Clock Building
1.Companies don’t wait for the “right” idea2.The company is the ultimate creation3.Not all leaders are charismatic, but they have consistent core practices
No “Tyranny of the Or”No “Tyranny of the Or”
Successes in Clock Building
4.You can be conservative around the foundation & make bold moves5.You can have ideological control & operational autonomy
Visionary Company: Core Visionary Company: Core IdeologiesIdeologies
Example in Current BusinessCarMax
Decisions are made based on what is in the best interest of…
AssociatesCustomers
Shareholders
Visionary Company: Beyond the Visionary Company: Beyond the ProfitsProfits
Good is Never Enough
“a visionary company continually pursues but never fully achieves or completes its purpose – like chasing the earth’s horizon.”
Collins & Porras
Preserve the Core & Stimulate Preserve the Core & Stimulate ProgressProgress
Stimulate Stimulate ProgressProgress
Visionary Company: Beyond the Visionary Company: Beyond the ProfitsProfits
Preserve the Core• to protect the values, rules & practices that define the foundation of your company’s culture
Stimulate Growth• move your company forward & build on your strengths & resources
Preserve the Core & Stimulate Preserve the Core & Stimulate ProgressProgress
Clock BuildingClock BuildingStimulate Stimulate ProgressProgress
Preserve the Core & Stimulate Preserve the Core & Stimulate ProgressProgress
Tangible Tangible MechanismsMechanisms Preserve the CorePreserve the Core
AALLIIGGNNEEDD
WWIITTHH
Preserve the Core & Stimulate Preserve the Core & Stimulate ProgressProgress
Tangible Tangible MechanismsMechanisms
Preserve the Core & Stimulate Preserve the Core & Stimulate ProgressProgress
How CarMax Preserves the Core
By seeking regular feedback through specific communication programs
Stimulating Progress
Creating individualized development plans for associates & promoting from within
Preserve the Core & Stimulate Preserve the Core & Stimulate ProgressProgress
Stimulating Growth
Requires setting Big Harry Audacious GoalsKeeping what works & improving upon it
Developing cult-like culturesGrow your managers
Build the visionGood is never enough
IndividualIndividual
…and what we don’t know
Slow DeathSlow Death
Slow Death Develops From
Pervasiveness•change is needed but the need is denied
Violation of trust•self interest is priority over collective responsibility
Slow DeathSlow Death
Slow Death Develops From
Thirst for vision•the need for effective leadership during tough times
Burnout•lack of energy
The Heroic JourneyThe Heroic Journey
The Heroic Journey
A journey of individualism•surrender our present self
Must leave the realm of certainty•leaving or detaching from what we already know
Monitoring the VitalityMonitoring the Vitality
Own Your Own Vitality
Don’t work harder…•work smarter
Cross the invisible line (unknowingly)…•additional stress builds
Transformational CycleTransformational Cycle
How People Change & the Stages They Experience to Get There
Transformational CycleTransformational Cycle
Initiation Initiation phasephase
Transformational Transformational phasephase
Routinization Routinization phasephase
Uncertainty Uncertainty phasephase
Panic
Illusion
Exhaustion
Stagnant
Fear of FailureFear of Failure
Deep ChangeDeep Change
Obstacles Against Change
People are afraid to leave their comfort zonePeople deny a need for change
They fear changePeople who only focus on their successes will
drive themselves towards failureThey are afraid of the unknown
Organizational Organizational Development Development
Brenda NeckvatalSchool of Continuing Studies
University of Richmond