IF one is going to change an organization, one needs to know what to change towards

Built To Last - Summary of Key Points Written by James Collins & Jerry Porras About this book: This summary of Built to Last is included because if one is going to change an organization, one needs to know what to change towards. This book is one of the best we know of that answers that question. It is one of the best pieces of research done on why certain organizations are more successful over time than others.  Introduction: The book makes a comparison of Visionary Companies to a comparison group of good companies. The lessons of the Visionary Companies can be learned and practiced at all levels of the organization.  What is a Visionary Company? For the purpose of this study they: were the premier leader in their industry, widely admired made an indelible mark on the world have multiple products and have had multiple CEO's are at least 50 years old The authors compared 18 Visionary Companies to 18 comparison companies. The comparison companies have done more than twice as well as the stock market since 1926, while the Visionary Companies have done 15 times as well as the stock market. The comparison is through the end of 1990. Think of the comparison companies as the bronze medalists. Most of the Visionary Companies have had problems, but have displayed a remarkable resiliency in overcoming business challenges.

How Do You Compare to Visionary Companies?

How Do You Compare to Visionary Companies?   Exercise  In a change effort, the exercise can be used to stimulate discussion. In management development programs, this is a good exercise to use to get people thinking about what constitutes organizational excellence. Compare your company on each of the key concepts developed in the all time classic diagnostic tool Built to Last.

A Model Framework of the Change Process

The model below is eclectic, drawing on many of the best thinkers in the field of change management: William Bridges, John Kotter, Kurt Lewin, Tom Peters, and Douglas Smith, among others.   There are many models of change; Richard M. DiGeorgio and Associates employs a variety of models to help clients understand and address change.	To download a full size hardcopy version of the Change Model click here    Click here to download Change Management Bibliography. O2ibm Visit this Open Forum

The Fivefold Agenda of the Enterprise of the Future

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Visit this group According to IBM Global CEO Study titled “The Enterprise of the Future”. “Disruptive by Nature” is the fourth of the five characteristics that define the Enterprise of the Future. Business processes, as well as some products and services, are becoming more virtual. New delivery channels and electronic methods of distribution are overturning traditional industry conventions. And these advances are not just changing the way individual companies work — they’re creating entirely new industries according to the survey. Bottom line is simple. If the company is not ‘disruptive by nature’ it will be very difficult avoid commoditizing of its products or services. Future organizations cannot just capitalize on existing product advantage they possess. They need to continually look for ways to disrupt their own products and services. If they are not willing to do it, it’s quite likely that their competitors will be working on those products substitutes.  According to the study, The Enterprise of the future is: 1) Hungry for change: The Enterprise of the Future is capable of changing quickly and successfully. Instead of merely responding to trends, it shapes and leads them. Market and industry shifts are a chance to move ahead of the competitions 2) Innovate Beyond Customer Imagination: The Enterprise of the Future surpasses the expectations of increasingly demanding customers. Deep collaborative relationships allow it to surprise customers with innovations that make both its customers and its own business more successful. 3) Globally Integrated: The Enterprise of the Future is integrating to take advantage of today’s global economy. Its business is strategically designed to access the best capabilities, knowledge and assets from wherever they reside in the world and apply them wherever required in the world. 4) Disruptive by Nature: The Enterprise of the Future radically challenges its business model, disrupting the basis of competition. It shifts the value proposition, overturns traditional delivery approaches and, as soon as opportunities arise, reinvents itself and its entire industry. 5) Genuine, Not Just Generous: The Enterprise of the Future goes beyond philanthropy and compliance and reflects genuine concern for society in all actions and decisions

The Enterprise of the Future: Disruptive by Nature

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Visit this group CEO s can no longer afford to invest money and scarce management resources in activities that are not differentiating: they intend to specialize. While 38 percent of CEO s plan to keep work within their organizations, 71 percent — nearly twice as many — plan to focus on collaboration and partnerships. Pursuing more collaborative models to gain efficiencies, fend off competitive threats and avoid commoditization. Their end goal is to offer customers a differentiated value proposition according to IBM Global CEO Study titled “The Enterprise of the Future”. Business processes, as well as some products and services, are becoming more virtual. New delivery channels and electronic methods of distribution are overturning traditional industry conventions. And these advances are not just changing the way individual companies work — they’re creating entirely new industries according to the survey.	If the company is not ‘disruptive by nature’ it will be very difficult avoid commoditizing of its products or services. Future organizations cannot just capitalize on existing product advantage they possess. They need to continually look for ways to disrupt their own products and services. If they are not willing to do it, it’s quite likely that their competitors will be working on those products substitutes.