【正文】 FORMULA Vision : to bee the leading restaurant chain in the world Strategy Shared values Skills ? Convenient ? Good quality ? Consistent ? Familyoriented environment ? Fair value ? Quality control over all aspects of business ? Superior site selection ? Continuous new product development ? Strong promotion of products and McDonald’s image ? Quality ? Service ? Cleanliness ? price Organizations usually change in response to discontinuities – either external shocks (such as deregulation ) or internal changes (such as new leadership) that make it clear that the old , ―grooved‖ way of doing things is no longer winning. The successful ones will create a new winning formula that is based on changes in strategy, newer or stronger skills, and/or shared values. Contrasting the new winning formula to the old formula identifies and gauges the change that the anization is considering and defines the vision for the change program. A change vision is a creed that summarizes what an anization is trying to bee and why. As such, it guides anizational priorities by redefining and rebining business objectives, required institutional skills ,and corporate values about what is important around here. A change vision is at the heart of top management’s role in improving performance and is often the first step. It provides the vital bridge between the initial dissatisfaction with the status quo and the first practical steps taken in a change program – the articulation of a clear target that represents something better that is both logically sound and emotionally appealing. IMPROVING ORGANIZATIONAL PERFORMANCE Grooved Redirected Unfrozen Discontinuities External shocks ?New petitors, economics ?New technologies ?Deregulation Internal changes ?New aspirations ?New leader Major change through people Strategy Skills Shared values VISION New strategy New or stronger skills Shared values CHANGE VISION Certain key people in the anization hold positions that determine success or failure in instituting a new strategy, skill, or shared value. These people fill what we call pivotal jobs. We will only succeed in implementing the change vision if we succeed in changing the behavior of pivotal jobholders. At McDonald’s, for example, pivotal jobs include the centralized purchasers of all raw materials for all stores, the store managers, and the hourly employees who take and assemble orders. PIVOTAL JOBS What people must do What are they ? ? Positions that have direct impact on delivery of value to the customer. Typically they Design the product Make the product Sell the product ? Positions that must capably master new skills Where are they? ? Close to the front line In a recent study at a chain store retailer, the change vision included a significant improvement in instore convenience. Two positions were identified as pivotal jobs – the store manager and the area operations manager. This study employed a contrast analysis in two forms. The first considered each element of behavior and defined how the new behavior would need to differ from current practices. A behavior contrast analysis often proves helpful in defining precisely how the pivotal job holders need to change. CONTRAST ANALYSIS Pivotal jobs: store manager, chain retailer Elements Old behavior New behavior Use of time ? Spend majority of time on daily routine tasks – unloading trucks, stocking shelves, etc. ? Devote much more attention to training/coaching, evaluating/experimenting with pricing, staffing, merchandising Job objective ? Ensure that dayto day store operations run smoothly ? Manage store profitability and implementation of new convenience strategy Critical skills ? Conscientious, responsible ? Basic math and writing skills ? Old skills, plus… ?Good instincts about how to affect profits ?Leadership qualities Criteria ? Task pletion ? Financial performance ? Old criteria plus added emphasis on… ?Customer service ?Inventory management ?Store appearance The second analysis contrasted the percentage of time spent on critical tasks under current practices and envisioned in the future. CONTRAST ANALYSIS BY PERCENTAGE OF TIME SPENT Pivotal job: area operations manager 100% Current Proposed 3520402015301030?Tailor products, services, pricing, and promotion to segments ?Search for new business ?Evaluate business and customer service performance ?Expand oneonone time with SM and associates ? Train and motivate facetoface for customer service, inventory management… ?Encourage SM to innovate ?Clerical support should eliminate tasks ?Clerical support should eliminate tasks Short vendor contacts ? Recruiting SM and ? pharmacist Disciplining ? Balancing inventory ? Followup on telephone ? messages Inventories ? Paperwork ? Putting out fires ? Monitoring pliance ? –Policies –Planograms Answering surveys ? Filling out appraisals ? District reports ? Merchant/owner Coach Player Administraor The 3S winning formula sets the standards, goals, and mission of the anization. How do you get people (particularly pivotal jobholders) to actually follow those goals? While you can dictate what skills and shared values you want , the anization must provide guidance, motivation, and monitoring to see that the right decisions are made. This is provided through the other Ss – structure, systems, staff, and style. Collectively known as the ―design levers‖, each of these four should be set by considering the specific skills and shared values you want to instil