why good companies go bad when business conditions change, the most successful companies are often...
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Why good companies go bad
When business conditions change, the most successful companies are often the slowest to adapt.
(Donald N. Sull 1999)
Topics for Today
• Reflections on EIS simulation
• Strategies for change– The implementation process– Balanced scoreboard
• Why good companies go bad?– Structural inertia– Growth and strategic changes
• Conclusions
The implementation process
• A series of issues:– Top-down vs. bottom-up– Cultural vs. structural– Intrinsic vs. extrinsic motivation
• A systematic change program• The importance of implementation
Problems in implementation
• Examples– The Smithers example– Police in New York state
• Why?– Interests and interpretation– Past experience and interpretation– Competition for attention– Multiple pulling/pushing forces in different
directions– Implementation as a continuation of decision
making
Balanced scorecard
• What is balanced scorecard– Beyond single measure– Generate balanced attention to important
aspects
• Video• But the experience at a large consumer
bank…
Balanced Scorecard at a large consumer bank
• The context– The CEO’s intension – The implementation: HRM – regional office –
branches– The academic conference
• Problems in implementation– Complex system of multiple indicators– Implementation through bureaucracies– Subjective versus objective measures
• Lessons –
Implementation with results(Schaffer and Thomson 2000)
• Why results-driven, not activity centered?– Keep the eyes on the ball – Discourage symbolic compliance– Push out of the comfort zone– Establish early wins
• Provide clear goals and mobilize resources to carry out the change program– Get resources/support ready– Get employees involved– Insert deadlines and demand measurable
outcomes
Background
• Lincoln Electric as a model of pay for performance– Measurable goals– Intensity of incentive plan– Remarkable results
• Does this model work for other industries or other lines of work?
• What are the implications for international management?
Questions for discussion
• How does LE’s management style and incentive design fit the Chinese context?
• What is your view of LE’s efforts in its setup process in China? Would you do anything differently? Why?
• What is your recommendation for the next step?
The case of Intel
• Background: Industry dominance• The changing environment
– Multimedia beyond computing chips
• Why failure?– Confined to expertise within own company
• The change of strategies– From speed to new markets– Challenges from competitors: A.M.D.,
Microsoft.
Why good companies go bad?(Donald N. Sull 1999)
• It is not paralysis, not unawareness, not inaction.• The inability to take appropriate action• Active inertia – tendency to follow established
patterns of behavior, even when environment changes.
• Example: the Firestone Tire and Rubber Co.– Dominant position in the early 1970s– Response to Michelin’s radial tire – old standards– Delay in phasing out bias tires– Lost market shares and dominance in the industry
Sources of active inertia
• Structure and interests– Ford’s T-model
• Organizational filtering and interpretation– The pooling of experience
• Competence trap• In the time of change, past success can become
obstacle: – Strategic frames blinders– Processes routines– Relationships Shackles– Values Dogmas
For mid-level managers
• Be clear what role you want to play– Change agent?– Entrepreneurial managers, early adopter, catalyst?– Imitator, follower?
• Invest in your social capital– Different networks for different purposes– Mobilize resources
• Protect your interests– Build coalitions– Be adaptive
• Happiness belongs to optimists!
About final examination
• Format of examination:– Essay questions (choose three of four)
• Discussion on business scenarios• discussion on key issues/lessons in organizational
change
• Contents to be examined:– Cases discussed in class– Key readings assigned for reading– Issues discussed in class