Free for the Asking
Why did TQM Fail?
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Employees take their cues from mgmt. more
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Executive & middle mgmt. oversights more
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Didn't integrate quality into organizational structure more
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Why do major change initiatives fail?
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Part 1: The eight major reasons for failure.
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Part 2: Consequences of these errors?
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Confessions of a shot messenger
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'How do we get from where we are to where we want to be?' - a Summary
A lot of what is truly needed for success is initially counter-intuitive. We must exercise extreme caution in retrofitting this material onto existing structures seen as fait accompli. The three retreats approach virtually guarantees that the participants will come to the correct conclusions via experiencing the context and key issues for themselves, within themselves to develop a plan that they could never have imagined before the retreats.
This phase will be complete when:
- Goals and principles supporting the strategy for getting there are clearly laid out.
- The scope has been determined relative to the total organization vis-à-vis division segmentation.
- There is a road map and detailed plan for the early steps.
- The executive team owns the plan and is committed to play an active part, leading by example.
If management does not function as a cohesive team, this will present a serious barrier to implementing this initiative because the rest of the company reflects the top management team. It cannot be better - They will treat customers no better than the way they are treated as employees.
These first three retreats would address the areas to consider in the overall plan and help participants see the bigger picture of integrating them all into a sound plan. The philosophy espoused in these retreats will make the task seem far less overwhelming.
The list below is once again by Clemmer (from Pathways to Performance) and shows a road map by someone who has "been there."
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Clear and compelling reasons for changing and improving
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Balanced focus on people, management and technology
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Strong ethic of self-determination
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Comprehensive and balanced improvement model
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Clear and compelling picture of your preferred future
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Three or four core values
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Definitive statement of purpose, business you're in, or why you exist
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Rich and continuous customer/partner performance gap data
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Intense exploring and searching for new markets and customers
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High levels of experimentation, pilots, and clumsy tries
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Robust process for disseminating team and organization learning
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Three to four strategic imperatives for each annual improvement cycle
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Direct links between all improvement activities and strategic imperatives
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Comprehensive and balanced improvement plan
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Improvement planning structure, process, and discipline
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Well-designed, proven approach to process management
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Clear understanding of the preferred types and focus of all teams
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Well-trained team leaders and members
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Intense levels of technical, management, and leadership skill development
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Simple customer/partner, innovation, capabilities, improvement, and financial measurements
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Active feedback loops that foster learning and improvement
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Flat, decentralized, and team-based organization structure
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Systems that serve and support customers and partners
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Extensive and continuous education programs
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Effective communication strategies, systems and practices
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Partner-designed reward and recognition programs within a vibrant appreciation culture
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Strong development of change champions
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Support for local initiatives
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Annual progress reviews and improvement assessments
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Frequent celebrations of major breakthroughs and small wins
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Annual refocus and planning for the next year's improvement cycle
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We're not quite ready for this
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Reprinted with permission of The CLEMMER Group and Jim Clemmer (www.clemmer.net/speaking/speakjim.shtml). Jim is a best-selling author, keynote speaker, and workshop/retreat leader. Over 200 or his columns and articles are available at www.clemmer.net/articles.shtml. The CLEMMER Group (www.clemmer.net) is a management consulting firm specializing in organization, team, and personal transformation. The firm provides strategic consulting, performance assessments, improvement/implementation planning, action-based learning workshops, and executive coaching to accelerate organization improvement.
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