the 3 keys to your lean organizational transformation success
Post on 17-Aug-2015
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Lean Transformations results after 3 years
2 % OK
24 % < expec-‐tations
74 % with zero gains
Business Programs versus expectations
Jeffrey Liker, Mike Rother : Why Lean Program Fail ?
2007
Gartner Survey Shows Why Projects Fail
June 2012
20-‐25 % OK
75-‐80 % NOK Budget and schedule
exceeding more than 100% average
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LEAN TRANSFORMATIONS FAIL IN MAJORITY Transformations target deep cultural changes
Clear Vision & clear objectives aligned to strategy
Top Management walk the talk role model
Goals measured easily & visible, everywhere
100%
Lack of right skills and roles scopes at the right level
90%80%70%
Gains vs risks/losses/investment ratio motivating
Lack of employee’s engagement
Pragmatic program linked to real shopfloor issues
1-‐ Is your vision clear + passion ?
2-‐ Are you embodying the vision ?
3-‐ Do you measure your goals ?
4-‐ Do you have the right skills ?
5-‐ Is this solving your real issues ?
6-‐ Do results worth sacrifice/effort ?
7-‐ Are you really actions engaged ?
The 7 keys to succeed in Inspired Leadership
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MAIN FAILURES ROOTCAUSES A need to make 3 levels consistency…
97%of people do not
know values/vision 87%of employees
are not engaged
70%of transformation projects do not
reach their initial goals
QUALITY
PERFOMANCE
COSTS
RISKS
The lack of CONSISTENCY
between:
• Vision & Goals,
• Relations & Leadership,
• Actions & Operations
is the main reason of failure of both
operational activities and
transformation projects
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THE ENGAGEMENT AT THE HEART Consistency between 3 keys drives success
VISIONWHERE ?
STRATEGYWHY ?
RELATIONWITH WHOM ?
ORGANIZATIONHOW ?
EVOLUTIONHOW MANY ?
ACTIONWHAT ?
COMBINING THE 3 CENTERS 6 KEYS AT ALL LEVELS TO SUCCEED IN STEERING & TRANSFORMING
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Build an INSPIRING roadmap combining vision, strategy for break down in right
tactic and goals
Reveal a unique LEADERSHIP with
authentic & efficient relationships for a higher contribution
Focus on cross-functional KEY
PRIORITIES in link with the organization
orientation
STRATEGY
ORGANIZATION
ACTION
VISION
RELATION
EVOLUTION
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THE ONLY WAY TO SUCCEED REQUIRES TO CONSISTENTLY INTERLACE AND CONNECT 3 LEVELS ORIENTATION
MANAGEMENT
OPERATIONS
ASSESSMENT & INITIATION Cultural & Performance
EVOLUTIONACTION
ORGANI-ZATION RELATION
PILOT WORKSHOPS
STEERING & LINKINGCOORDINATION
WORKSHOPS AND DAILY
ANTICIPATION & EVOLUTION
ORGANI-ZATION RELATION
ORGANI-ZATION RELATION
STRA-TEGY VISION STRA-
TEGY VISION
EVOLUTIONACTION
ORGANI-ZATION RELATION
EVOLUTIONACTION
ORGANI-ZATION RELATION
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THE VIRAL ORGANIC TRANSFORMATION DEPLOYS PROGRESSIVE INTERCONNECTED 3 LEVELS STEPS
ORIENTATION
MANAGEMENT
OPERATIONS
STRATEGY
Be Profitable Serve Customers
The breakdown of these elements guides to key objectives to be achieved by the corporation
VISION
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THE ORIENTATION LEVEL INTEGRATES THE VISION WITH THE VISUAL AND FLUID FLOWDOWN
Ambition Market / Customer Study
PositionningStrategy
Financial Goals
Investments
A financial and critical KPI driven allows to:
• Steer main stakes • Break down by level
A visual and inspiring vision drives to:
• Engage all teams• Contribute higher
Alerts Systems
Management Loops & Rituals
Activities Objectives
Business Exec.
Unit Director
Manager
Team Leader
Goa
ls
Mea
ns
Goa
ls
Mea
ns
Goa
ls
Mea
ns
Goa
ls
Mea
ns• Leadership & Team Charta• Decision & Sharing Rules• Delegation & Trust Rules
RELATIONORGANIZATION
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Ambition Market / Customer Study
PositionningStrategy
Financial Goals
Investments
THE MANAGEMENT COORDINATES THE VARIOUS ENTITIES-‐ORGANS USEFULNESS BEST ARTICULATION
Organization structure for activities efficiency and
talents best growth
THE OPERATION OPERATES SIMULTANEOUSLY EXECUTION & CONTINUOUS IMPROVEMENT
EVOLUTIONACTION
Step
StepContinuousImprovement
Daily challenges
Daily challenges
Daily challenges
Major issue/action
Major issue/action
ContinuousImprovement
ContinuousImprovement
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A manager and leader role in a team requires to combine both sides:
RUNEXECUTEPRODUCEDELIVER
IMPROVECAPITALIZE
GROWINNOVATE
LEAN TRANSFORMATION COMBINES BOTH ORGANIZATION AND HUMAN EXCELLENCES
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« The key of successful companies stands at the intersection of Science and Art », Steve Jobs
1
The Science of Performance
Integrated management system governance:
Risks, Quality, Finance, HR, Innovation…Transformation
programs: Performance, Lean, World Class…
Project and program management
The Art of Leadership
Worldwide leaders best practices
modelingNeurosciences
neuronal success patterns
Emotional intelligence and personality types
behaviors mastery
Inspire your life Impact beyond your organisationINSPIRE YOUR LIFE IMPACT BEYOND YOUR ORGANISATION
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