The great transition: using the seven disciplines of by James Martin
By James Martin
This advisor explains how you can mix the forces of knowledge expertise, tradition and techniques, to create an firm which always evolves, adapts to fast-changing calls for, and regularly learns in any respect degrees. The ebook additionally: explains tips on how to built-in the 3 serious facets of a company - tradition, method and expertise - into an "intimate partnership; and offers the author's process - "enterprise engineering" - a cosmopolitan provess for making a distinct "family" of change-methods adapted to fulfill each one company's wishes. utilizing the company engineering procedure, readers how to: understand the big strength of data know-how, that is either developing this new measurement and permitting businesses to make the trasition; and to appreciate and distinguish the entire significant swap equipment, reminiscent of TQM, radical reinvention of industrial procedure, company redecorate and strategic visioning. James Martin is the writer of "The stressed Society" for which he gained a the Pulitzer Prize nomination.
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Additional info for The great transition: using the seven disciplines of enterprise engineering to align people, technology, and strategy
Printing number 10 9 8 7 6 5 4 3 Page v TABLE OF CONTENTS Acknowledgments x Preface xi Part I Change or Die 1 Chapter 1 Tidal Wave 3 Postcapitalist Society The Cybercorp Revolution Second-Order Transition Proponents or Victims? Reengineer or Begin Afresh? Chapter 2 Reinventing Employment 12 A Twin Revolution Constant Corporate Learning Empowered Employees Maslow's Hierarchy of Human Needs Taylorism Personal Energy A Paradox: Continuous Change vs. Excellence Maximizing Everyone's Value Experimentation: The Learning-Laboratory Enterprise Enterprise Redesign "Boundarylessness" Key Themes of the Future The Good News Chapter 3 The Wrong Use of Automation 32 Do Not Automate Yesterday's Processes Automation Without Reinvention Unwieldy White-Collar Processes Integration vs.
Shakespeare Most managers and workers in today's enterprises are cogs in obsolete machinery. They sometimes have a vague feeling that the machinery needs scrapping and replacing, but they do not know what to do about it. The management structures and work processes of most enterprises were designed decades ago, before modern technology. The processes need radical reinventing and the management structures need replacing. The jobs of most people need to be drastically redesigned so that the value of people increases in an age of software and superhighways.
Few people liked the conditions that followed; but whatever happened once the avalanche began, there was no way to return to the old Soviet Union. The best one could do was attempt to steer the situation until a new order evolved. The journey into the cybercorp era is like that. Old mass-production factories are being swept away. Ordered hierarchies of the 1980s are doomed. New organizational structures are taking their place. Organizational knowledge resides in software of ever-growing complexity.