Culturally On Plan: A Pragmatic Guide for Aligning Organizational Culture with a Strategic Plan and Transforming Management to Leadership

210 Pages·2013·0.62 MB·English

by  Greg Lane

Also by Greg Lane
Made to Order Lean – Excelling in a High Mix, Low Volume Environment
Mr. Lean Buys and Transforms a Manufacturing Company – The True Story of
Profitably Growing an Organization with Lean Principles
Co-authored by Greg Lane
Toyota by Toyota – Reflections from the Inside Leaders on the Techniques That
Revolutionized the Industry

Copyright © January 2013 Greg Lane
All rights reserved.
ISBN: 0615731597
ISBN-13: 9780615731599
eBook ISBN: 978-1-63001-799-6
Library of Congress Control Number: 2012954459
Strategic-Leaders.com, Stockton, CA
This book contains information obtained from authentic and highly regarded
sources. Reprinted material is quoted with permission, and sources are indicated. A
wide variety of references are listed. Reasonable efforts have been made to publish
reliable data and information, but the author and the publisher cannot assume
responsibility for the validity of all materials or for the consequences of their use.
No part of this book may be reprinted or reproduced or utilized in any form or by
any electronic, mechanical, or other means, now known or hereafter invented,
including photocopying and recording, or in any information storage or retrieval
system without permission in writing from the publishers.
The publisher makes no representation, express or implied, with regard to the
accuracy of the information contained in this book and cannot accept any legal
responsibility or liability in whole or in part for any errors or omissions that may
be made.
For my father’s advise and devotion to editing and critiquing.
For the support and understanding of my wife Sonia and my daughters Sofia and
Rebeca.
Table of Contents
Introduction
Executive Summary
Practically Speaking
Chapter 1: Most Fail
Why Lean Fails
Is Leadership Responsible for Success?
Defining a Successful Lean Transformation
Reasons for Lean Failures
Taking a Tools Approach
Lack of Consistency in Purpose without Strategy Deployment
Missing the Cultural Transformation Plan
Not Changing the Metrics and Expectations
Managing Rather than Leading
Leadership Not Understanding the Commitment
Not Creating a New Support Structure
Confusion Between Implementing Lean and Maintaining Existing Expectations
Not Creating Stakeholder Consequences
Distrust
Cookie Cutter Approach Leads to Unsuccessful Transformations
Summary
Chapter 2: Properly Deploying Your Strategy
Steps to Cultural Transformation
Strategy Deployment: What It’s Not
Strategy Deployment: What It Is
An Overview of Strategy Deployment
Typical Reasons for Failure to Deploy a Strategy
Why Use the Strategy Deployment Matrix?
Realistic versus Ideal Implementation
Additional Reasons Strategy Deployment Fails
Summary
Chapter 3: Implementing the Strategy Deployment Matrix
Roles and Responsibilities
Strategy Deployment Matrix: a How-to Guide
Drafting the Top Portion of the Strategy Deployment Matrix
The Objectives Row
You Must Have at Least One Growth Objective
The “Why” is Vital to the Organization
The Metrics Row
Inventory
Receivables
Overall Equipment Effectiveness
The Indicators/Processes Row
Involving the Departmental Managers
Department Managers’ Involving Their Teams
Advantages of the Strategy Deployment Matrix Over Other Methodologies
Possible Links with the Strategy Deployment Matrix
Criticality of Follow-up on Culture Change
Summary
Chapter 4: Cultural Considerations
Society’s Culture
Organizational Culture
An Example of Cultural Disconnect
Rewriting Job Descriptions
Properly Communicating
Private Offices Restrict Open Communication
A Word on Coaching
Summary
Chapter 5: Your Cultural Transformation Plan
Quantifying Resistance to Change
Defining Mentality
How Cultural Change Succeeds
How Cultural Change Can Fail
How to Create Awareness
Feedback Analysis
Hands-On Workshops
Book Reviews
Awareness of Psychological Make-up
Summary
Chapter 6: Analyzing Your Current Culture and Defining Your Desired Culture
Concepts Defining an Organization’s Culture
How to Analyze Current Culture
Subcultures within a Culture
Identifying Habits that Hold You Back
Determining the Desired Mindset
Defining the Desired New Culture
Objectives Written into the Cultural Transformation Plan
Summary
Chapter 7: Analysis for the Cultural Transformation Plan
Personal Awareness Created through Self-Assessments
Key Areas for Creating Awareness
CEO Characteristics versus Organizational Culture
Utilizing Behavior and Personal-Effectiveness Assessments
Big Five Personality Inventory (Goldberg): The Link Between Personality and
Behavior
DISC Assessment: Behavior in Environments and Situations
The ROPELOC: Review of Personal Effectiveness
Myers-Briggs Type Indicator: Assessing a Team for a Balance of Traits and
Behaviors
Other Assessment Tools for Consideration
Possible Actions/Solutions for Personality Traits
Possible Actions/Solutions for Decision-Making Traits
Evaluating Open versus Closed Mindset
Committing to a Plan (Awareness/Analysis and Planned Actions)
Summary
Chapter 8: Intuitive versus Analytical Thinking
Defining Intuitive and Analytical Thinking
Why Is Intuitive versus Analytical Thinking Important?
When Is Expert Intuitive Thinking a Risk?
Deciding When Analytical thinking Is Necessary
Cultural Change Affected by the Style of Decision-Making
Finding the Balance for Your New Culture
Presentation of Information Affects Decision-making
Transforming Ideas Into Your Cultural Transformation Plan
Summary
Chapter 9: Leading Without Power
Leadership Is All About the Words