between victories, the army must have a supply line of energy to
continue to try to break down barriers to change. The most potent of
these is communication in every form: newsletters, presentations,
bulletin boards, personal visits and performance charts. These alone
will not create the movement but they will help sustain momentum
once it has begun to roll: Communicate, Communicate, Communicate.
will do this communicating? Your project team! These people have
been selected because they possess the qualities of future leaders
of the company. They are respected by their peers and are
comfortable with ambiguity and the undefined nature of an evolving
order. These are the people you are placing your bets on and they
need to be the ones who will help smooth out the rough spots.
every victory! It is easy for those directly involved to overlook
progress against the major effort that is planned. Don't miss an
opportunity to decorate heroes at all levels. The medals and ribbons
of personal achievement are great individual motivators. If
possible, give permission for battlefield promotions or rewards
during the most difficult parts of the battle.
members of the team will be able to fight every battle. Good
soldiers will stay behind to fortify new positions, some will be
promoted out of the field of battle and some will just get fatigued.
This is an opportunity to bring in fresh troops. Once some initial
progress is achieved, performance boards and other visible measures
help bring additional troops into the army through their own
interest in the joining the fight. As more battle fronts are opened
and more resources are committed it becomes possible to use the
achievements of one team to inspire the others to renewed effort.
Finally, never look back ...
strategy will be successful without appropriate tactics and a plan
of attack. The first thing that is needed is a good scouting report.
An advanced team must understand the lay of the land and where the
competition is headed. A study of the troops' strengths and
weaknesses is needed to select outside resources to shore up the
weak areas and select tactics that mobilize the strengths. Assessing
the organization's readiness for change will influence the planned
pace of march. Most importantly, the plan must use the strengths of
the existing culture to advantage.
need to be organized with cross-functional representation to model
the future vision of multifunction worker teams. Each should have a
mix of change leaders and knowledgeable soldiers. This way as the
team builds consensus they will experience the change process
themselves and be better prepared to help change the rest of the
army. Boot camp in the form of intensive training in process
engineering techniques, organizational change and visioning helps
weld the team into a unit and prepare them for an unfamiliar
pilot projects are used as skirmishes to test the new concepts and
provide confidence that the techniques can lead to success in
battle. Multiple pilots in different areas, like several patrols,
are helpful to gain the greatest knowledge in the shortest period of
time. Selection of areas that are challenging without an excessive
number of complicating issues are key to testing the concepts at the
boundary without risk of severe set-back. A focus on a few processes
or a group of similar products will allow for synergy among the
pilot areas. Be careful not to engage in battle on too many fronts
at once. The fronts of strategy, organization, quality,
productivity, empowerment, maintenance, technology, etc. must
ultimately come together to drive on to victory. Fighting them all
simultaneously, however, will spread the troops too thin and lead to
confusion. Establish a beachhead, reinforce and solidify it through
continued rollouts before opening a new front. Coordination and
balanced progress across people, process and technology issues
produces a healthy advance.
any battle, progress can only be measured by marking the current
boundaries on the map and tracking the movements on the various
fronts. It is crucial that key performance indicators are sampled at
the start of this journey as a baseline to measure against.
Accounting data are not a reliable indicator because they are based
on a model of the existing, traditional processes. When the
processes change for the better the accounting reports often signal
a decline! Key performance indicators are also useful to measure
nonfinancial areas such as throughput and leadtime.
is about recognizing leaders at every level. Though every
breakthrough that gains ground and every successful battle is a team
effort, there is always one soldier who stood up first or moved
forward aggressively. Congratulate the team, reward those first
movers and then reset the target to institutionalize the
achievement. Once your army is locked into the fray, keep the
One of the best ways to
assure continual challenge is to involve your customer. It is true
that no matter how much you give them they will never be satisfied;
but that is just what is needed. That constant pressure to go one
better and surpass prior performance in areas that the customers
value is the essence of winning. So get your teams in touch with the
customer, Find out what they want and Give it to them\
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