Organizations might like to blame government for inhibiting entrepreneurial instinct. Most of the real problems are cultural and may exist inside the organizations. This, of course, is usually the result of an unfortunate pattern: success leads to size; size leads to complexity; together, size and complexity can bury the entrepreneurial spirit.
Salient features of Crystal Cube Model:
? It adopts short term and long term prospective.
? It prepares the organization for its smooth working vis-a vis entrepreneurial change.
? Each of the facets adds to organizational strength and makes use of the opportunities.
? The synergy of each facet has a cascading effect, which results in accelerated change.
? This model shall enable organizations to build required capabilities and create strategic flexibility
Salient features of Equilibrium Model
The model emphasizes on Dynamic SWOT for decisions based on continuous feed back from ‘The Dynamic Cube Model’ and changing external environment. The resultant action vector needed for maximizing the benefit arriving from the model is incorporated in the new opportunities set up of the model via corporate planning. Emphasis is on Knowledge management skills, Strategic Plans, Focused Policies, Latest Technology Performance Plans, and New Products & Markets.
SHARED VISION:
The vision provides meaning, direction and focus. The process of vision building can be initiated by first involving the opinion leaders, people with ideas, those occupying key positions and later replicated at other levels in the company.
There is hardly any percolation of vision, sharing and exchange of reactions and contribution on the vision by the employees across the organization.
Many organizations are ok ahead without a clear vision and a bend point and find themselves unable to move forward. The lack of linking up of vision, and goal of the roadmap, as well as reluctance to abandon old habits is the basic source of the problem. Motorola people are moved and groomed to new habits, skills, attitudes and mindsets through continuous education. This is a powerful model to build new organizational mindsets and collective shift in behavior.
STRATEGIC PLANNING:
Ours is a hugely successful organization and to bring in cultural change without chaos we need a good strategic plan. A lot of people believe that the best way to plan is not to plan at all, but that is like building your house without creating a blueprint first.
Jack welsh the CEO of General Electric says”
People are the first and strategy is a unique. Without right leaders developing and owning strategies, we would get nice looking presentations and so-so results”.
STRATEGIC LEADERSHIP:
Leaders should set a clear strategy and common purpose. All strategies take place only with leaders with foresight. Leaders are needed to motivate their people to make thousands of daily decisions, choices and collectively drive organizational performance in an accelerated business environment.
In successful enterprises, top managers delegate more power to workers and assume more leadership tasks. They also lead workers to lead themselves. Employee self-leadership has become the key to success in the modern economy.
One core competence required among top leaders is transformational leadership. It is the vitality that the modern CEO inducts into the company that brings market standing, shareholder value and profitability “ – YC Deveshwar. Ex-chairman, ITC
Hundreds of both functional and cross-functional coaching guides are designed to be developed simultaneously and cross-pollinated for high synergy levels. This unremitting never-ending process reacts fast to continuous and rapid changes in the marketplace.
CREATIVITY & INNOVATION:
The ability to create new organizational forms and processes, to innovate both in the technical and organizational arenas, is critical to remain competitive in an increasingly turbulent world. Nonetheless, this kind of organizational learning requires not only the invention of new forms, but also their adoption and their diffusion in the other relevant parts of the organization and other organizations in a given industry.
PEOPLE INVOLVEMENT:
One of the biggest shifts in mindsets which is needed in organizations today especially in large organizations- is one the aspect of working together. Working together is the basic building block for channelizing collective energy and empowering each other. Working together happens when people are comfortable about interacting, sharing, moving together for organizational goal achievement. A basic assumption, which underlies organizations moving in this direction, is that everyone, regardless of the department, gender, geographical locations, has something valuable to assist in the organization. Moreover, there is also a second underlying assumption – individuals may not have solutions for complex situations and problems- teams do.
VALUES AND ETHICS:
Vision being repeated may not touch people unless it has an emotional appeal. Such emotional appeal can be built in only when the vision promotes certain higher values, which mean the difference in human societies or stir people’s passion for work, and get them to feel part of the challenge and excitement of it.
WELL-RESOURCED TEAMS:
Ethical business improves in stakeholder relationship enhancing the company’s public image, enabling it to attract and retain the best director and employees and increasing consumer loyalty and shareholder returns. A second crucial dimension is the manner in which people are treated in the organization – if the company culture promotes dignity, respect for the individual, deals the people fairly and with integrity, the people respond with commitment and loyalty to the company.
PROFIT CENTRE:
Huge companies must build the sense of ownership among employees of the company. Typically, in large organizations, this is a complex task since size itself creates a sense of alienation in typical functional structures. There should total responsibility, authority and accountability being made to the units. The restructuring of ABB into 5000 profit centers gave the company outstanding results-achieved by freeing units from central control the biggest hindering factor for speed of response to the customer. The profit center concept had a forceful impact on increasing the sense of ownership, an essential to drive opportunity-seeking behavior.
EFFECTIVE AND PROMPT DECISION MAKING:
The role of corporate office and its control orientation is another aspect to be curbed, so that the focus is less on controlling and more on self-monitoring. Percy Barnevik used the ABACUS (the internal company wide network) to provide reliable performance data, which constituted the most potent feedback and self-corrective mechanism for the frontier commanders heading the profit centers. Evidently, if they have to behave like commanders – scanning for opportunities, hunting for solutions and acting fast, they must be treated as such, so that they don’t feel tied down, something which invariably happens in centralized corporations.
ROLE MODEL APPROACH:
There is a need for leaders who are process and people savvy that is, not only who can architect a vision, but also inspire people by it; who can not only prepare a road map but also mobilize people towards the organizational goals; and most importantly, who not only have the desire but also the will to make a significant contribution to the creation of wealth through people.
This is the part where the notions of leadership have to be redefined in larger organizations. Community leaders have to move from management by control to lead by facilitating, coaching and mentoring. There is a need to evolve guidelines and direction, which leaders can utilize to build organizations.
PROVIDE EXPOSURE:
The wider the range of possibilities the organization offers the staffs, the more intense will be their motivations and the richer their experiences. We must widen the range of topics and goals, the types of situations we offer and their degree of structure, the kinds and combinations of resources and materials, and the possible interactions with things, peers, and adults.” Diversity and creativity are widely used in the innovation process and in common idea generation methods
BIBLIOGRAPHY:
Books
• Management Challenges for the 21st Century – Peter.F.Drucker
• Changing Game – Eric G. Flamhottz Yvonne Randle
• Made in Japan – Akio Morita & Sony
• An Autobiography of Lee Iaococca
• Winning in the down turn (AIMA)
• Fish- A Remarkable Way to Boost Morale and Improve Results
Stephen C. Lundin, Harry Paul, John Christensen
• Fish Sticks: A Remarkable Way to Adapt to Changing Times and Keep Your Work Fresh Stephen C. Lundin, John
• Business Maharajas-Gita Piramal
• Fourth Eye (Excellence Through Creativity) -Pradip N. Khandwalla
Journals & Articles
• Growth journal of MIT Vol-32
• Tata search – 2003
• Tata search – 2004
• Spark – An in house journal of Bhilai Steel Plant Vol-4,5
• Ten Commandments for organizational renaissance
– Dr.P.Singh, Dr. Asha Bhandarker
Websites
• www.1000ventures.com
• www.valuebasedmanagement.com
• www.accenture.com
• www. ceed. info
• www.humanresources.about.com
