Arcon Industries
Contents
1. Executive Summary 2
2. Introduction 2
3 Problem Identification 3
3.1 No balance score card in place. 3
3.2 Transformation in its organizational structure to shape their programmes with specific focus on the portfolio of strategic transformation portfolio 4
3.3 Lack of leadership to lead change from the executives of Arcon Industries. 4
3.3.1 Failure to gauge the organisations experience curve and current HR. 5
3.3.3 Failing to create sufficient powerful guiding coalition. 5
3.3.4 Underestimating the power of vision. 5
3.3.5 Under communicating the vision. 6
3.3.6 Permitting obstacles to block the new vision. 6
3.3.7 Failure to seize up change entry point and organisation maturity. 6
3.3.8 Failure to create short term wins. 6
3.3.9 Neglecting to anchor changes firmly in the corporate culture. 7
4. Recommendations 7
4.1 The need for a balance score card based programme management system. 7
4.2 Transformation in its organizational structure to shape their programmes with specific focus on the portfolio of strategic transformation portfolio 10
Strategic Transformation- 13
Innovative continuous improvement- 13
The virtual network of partners 13
The supply chain 13
Strategic transformation programme management process. 13
4.3 Lack of leadership to lead change from the executives of Arcon Industries. 15
4.3.1 Create urgency 15
4.3.2 Form a powerful coalition 15
4.3.3 Create a Vision for Change 16
4.3.4 Communicate the Vision 16
4.3.5 Remove Obstacles 16
4.3.6 Create Short-term Wins 17
4.3.7 Build on the Change 17
4.3.8 Anchor the Changes in Corporate Culture 17
5. Conclusion 18
6. Bibliography 20
1. Executive Summary
In today’s era organisations need not only focus on continuously improving their processes and business strategies, external factors such as keeping abreast with technological trends, government regulation and competition leave organisations to seriously rethink their strategies in the manner in which they
1. Executive Summary 2
2. Introduction 2
3 Problem Identification 3
3.1 No balance score card in place. 3
3.2 Transformation in its organizational structure to shape their programmes with specific focus on the portfolio of strategic transformation portfolio 4
3.3 Lack of leadership to lead change from the executives of Arcon Industries. 4
3.3.1 Failure to gauge the organisations experience curve and current HR. 5
3.3.3 Failing to create sufficient powerful guiding coalition. 5
3.3.4 Underestimating the power of vision. 5
3.3.5 Under communicating the vision. 6
3.3.6 Permitting obstacles to block the new vision. 6
3.3.7 Failure to seize up change entry point and organisation maturity. 6
3.3.8 Failure to create short term wins. 6
3.3.9 Neglecting to anchor changes firmly in the corporate culture. 7
4. Recommendations 7
4.1 The need for a balance score card based programme management system. 7
4.2 Transformation in its organizational structure to shape their programmes with specific focus on the portfolio of strategic transformation portfolio 10
Strategic Transformation- 13
Innovative continuous improvement- 13
The virtual network of partners 13
The supply chain 13
Strategic transformation programme management process. 13
4.3 Lack of leadership to lead change from the executives of Arcon Industries. 15
4.3.1 Create urgency 15
4.3.2 Form a powerful coalition 15
4.3.3 Create a Vision for Change 16
4.3.4 Communicate the Vision 16
4.3.5 Remove Obstacles 16
4.3.6 Create Short-term Wins 17
4.3.7 Build on the Change 17
4.3.8 Anchor the Changes in Corporate Culture 17
5. Conclusion 18
6. Bibliography 20
1. Executive Summary
In today’s era organisations need not only focus on continuously improving their processes and business strategies, external factors such as keeping abreast with technological trends, government regulation and competition leave organisations to seriously rethink their strategies in the manner in which they
Bibliography: Kotter, J, P. 1996 Leading Change. Kaplan, R. S., & Norton, D. P. (2004). Strategy maps: Converting intangible assets into tangible outcomes. Boston, MA: Harvard Business School Press Payne, J (1993). Introducing formal project management into a traditional, functionally structured organization. International journal of project management. 11(4). 239–243. Steyn, P. and, Schimikl, E. 2012. Programme Managing Organisational Transformation and Performance Improvement www.cranefield.ac.za Retrieve the need for a Chief Portfolio Officer accessed 02 January at 14:15