9 replies to this topic

[Simon]

Using Management Methodologies, Tools and Techniques
By Professor Colin Coulson-Thomas

Many organizations adopt a variety of management approaches, methodologies, tools and techniques for bringing about significant change. However, subsequent experience of their use suggests a considerable gap between expectations and outcomes when they are used in particular corporate contexts.

Many ‘change management' approaches and techniques are products of particular sets of circumstances. How relevant are they to contemporary concerns? How could or should they be used to better effect?

These and related questions were explored during an extensive and international investigation of corporate transformation experience and practice. The results are summarized in ‘The Future of the Organization: Achieving Excellence through Business Transformation'. While widespread frustration was encountered, we may be closer to success than many have realised.

Read Full Article

Regards,
Simon

[masculinie]

There is only one market leader.... and there are many market followers.... and many non-thinkers....

The theory of going back to first principle.... work for one and not many....

From theory to good practice to model of application - it is a positive evolution and not the reverse....

Would you rather have a lighter as your tool in your toolbox.... - or would you go back to rubbing two pieces of stones to create fire.... in the modern world driving for efficiency and effectiveness....

No doubt.... model of application must be applied with care to its limitations and side-effects.... - it does help to uplift the performance level of the many non-market leaders....

Management-system Models for instance are collective management wisdom at the turn of the millennuim to expedtie corporate transition (not trransformation).... from its level of control to assurance to management to management-system.... - for the many market-followers who could next hope to be the only one market leader someday....

Keep going back to first principle does not guarantee outcome in a consistent manner.... - proven principles or models do....

Winning a business war as a matter of 'live and dead' is different from reflection for new knowledge and theory breakthrough for a PhD.... result in short term and relearning in long term counts - but the priority or the purpose other than the strategy has to be set right....

Many companies do not have the luxury or right sense for trials and errors.... which may land them into a situation of re-inventing the wheels.... or starting from zero....

I'm talking about the many.... and not the only one or the hope of being the only one....

Stirrer,

Masculinie

[Simon]

Very interesting stirrer.

Yes if there is room for more than one in the market, then may be it's better to be an early entrant rather than a pioneer. This way we can mimic, learn from the pioneers failures and successes and maybe improve on the original but with much less risk.

You can't invent a better wheel than a wheel.

Regards,
Simon

[masculinie]

Sorry I was on the subject of Corporate Transition or Transformation.... - by proven Model or back to first principle.... - article of Prof Colin C-Thomson as attached....

On the marketing front.... being a pioneer involves changing the consumer habit at time.... and can be time-consuming and costy....

Early entrant does have the first-impression and snowballing advantages - but to many market-positioning maintenace is always tougher than market initiation.... and many get washed out half-way through....

That commands the fighting spirit of being better than the best.... at all times....

Stirrer,

Masculinie

[Simon]

Sorry about that Masculine I don't know what I was thinking off. I know I have a tendency for going ‘off topic' but that was pretty good even for me.

Anyway getting back on topic, like you say ‘long term' learning is vitally important, but you often find that ‘short term' profit chasing wins the race for resources in most businesses.

Most organisations simply don't have the resources, which allow employees to sit under trees and think - in fact in some organisations you'd probably get the sack if you tried.

I believe a healthy balance between thinking and doing is probably the best policy if you can afford it. And as for the tools for improvement and change that's basically all down to people. If you don't get that right you're knackered - as they say.

Regards,
Simon

[masculinie]

True Simon.... most businesses will have to adopt a pragmatic approach of 'short-term' profit and 'long-term' learining - a distinctively different approach from the academics who stress more on learning and less on profit....

Love the part of sitting under trees and think.... but most businesses could not afford the luxury.... - where there is an assured way to reach point B from point A by following established procedure that is management system for effectiveness.... where there is no assured outcome by creating new ways that is Six Sigma or TQM for tried efficiency.... where the outcome is more for learning rather than profit that is the academic Action-Learning....

Changes for improvement need to be led.... where there is bloodshed with loss of lives and limbs it is called a REVOLUTION.... where there is a natural transition with all happiness it is called an EVOLUTION....

Evolutionalist,

Masculinie

[Simon]

What have Motorola, General Electric, Hewlett Packard and Toyota got in common? They've all had well publicised success using 'long term' business management / improvement methodologies. What else have they got in common? Trees! Lots of trees.

Regards,
Simon

[masculinie]

Ignore the 1% that could afford lots of trees (wonder how long more they could keep the luxury?).... - just concentrate on the 99% that could not.... - and bingo.... it is the lucrative market ahead....

Masculine:)

[Charles Chew]

Changes for improvement need to be led..

Absolutely in agreement with you. Sadly, sometimes you do get wrong leaders......what then?

Chalres Chew

[masculinie]

Then the conceptual Model of the ideal Prof Colin C-Thomson would fail miserably.... and it is still smarter to initiate changes for improvement basing on some proven management models or tools - with better assurance of the transition outcome....

Back to simple basics?!.... but some leaders including our goodselves may not always have the basic acumen or 'cow-sense'.... to lead changes.... without a map to start with....

Stirrer,

Masculinie:)