cross-functional nature of the steering committee was critical to
maintaining momentum in the change process. These managers gave
periodic "pep" talks to their soldiers when the going
got tough. In many cases, a benefit was identified in an area not
directly related to the change. R&D was better able to design
product for manufacturability because the manufacturing process
was simpler; a process change made accounting for product cost
easier, etc. Each of these incidental benefits were celebrated and
communicated. That kept another effort that seemed to be
"pinned down" motivated to punch through to success.
need for the champion and constant reinforcing communication
cannot be emphasized enough. Workshops, training meetings and
offsite brainstorming sessions were frequent vehicles to supply
more ammunition for the battle and refine and redirect the battle
plan. In the end, clear communication to all stakeholders avoided
the rumor mill and potential solidification of negative positions.
Directing more education and coaching toward the sources of
"old line" thinking was a priority for team management.
not underestimate the significance of the people impact resulting
from radical change. We related a lot of this change to necessary
paradigm shifts that had to take place. Certain types of people
are required to drive this change home. Number one, and most
important are the pioneers:
Pioneers are the first ones to embrace a new idea, often in
defiance of old paradigms. They have faith the new paradigm will
succeed even though there are many obstacles ahead of it.
Paradigm shifters are also necessary. They are generally
outsiders; they do not have a part in the established paradigm
community and no vested interest. In many cases they could be
considered a consultant.
The third type of people associated with paradigms are those
with paradigm paralysis. They tend to make bad decisions because
they see the future through their old paradigms. Intestinal
fortitude is required to deal with these people like the
grizzled sergeant that has been successful with an outdated
the course of this battle, the momentum of traditional thinking
often stands as a major road block to making progress. People with
tremendous courage are needed to "break down walls" and
challenge the sacred cows.
the past 5 years the change activities have brought together the
resources within the manufacturing operations of the company and
make them much more efficient. The focused factory or subplant
approach has been very successful and we are very proud of our
operations. There is a new sense of urgency and a competitive
spirit that drives each subplant towards continuous improvement.
This improvement has resulted in significant benefits:
involvement of people
• Lower costs
• Better quality
• A competitive
success has inspired Andersen to pursue radical change in other
areas of the enterprise to achieve equivalent quantum improvement
Andersen experience demonstrates clearly the value of pursuing the
radical change process, both to win the existing battle and to
prepare your troops to succeed in the new competitive environment
of the 1990s. No competitive advantage is sustain-able and each
enterprise must constantly reinvent itself to stay ahead of ever
more aggressive competition. It is time to call on your officers
to help prepare your battle plans. Gather your supplies, orient
your key lieutenants, and engage the enemies of complacency,
entitlement, and old paradigms! Your reward will be a battle won
and the strength and flexibility of a culture of change.
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