Nu imitati, inovati! Cum construim Organizatia viitorului?

Transcription

1 Nu imitati, inovati! Cum construim Organizatia viitorului? Cristian Matei Cluj, Universitatea Babes-Bolyai, Noiembrie 2013

2 Agenda 1. In loc de introducere 2. Probleme fundamentale cu care se confrunta Organizatiile la nivel mondial 3. Tendinte si incercari pentru rezolvarea lor 4. Cateva solutii practice pentru imbunatatirea performantelor in mediul de afaceri 5. Intrebari si raspunsuri

3 In loc de introducere De ce propunem inca o discutie pe acest subiect? Este doar o foarte mica parte din ce se poate spune si face Dumneavoastra - varietatea participantilor din sala Nu este ceva importat de pe nu stiu unde, este ceva initiat in tara in 1996 si ulterior dezvoltat in toata lumea printr-o practica si invatare continua Ne adresam tuturor Organizatiilor, private sau de stat, mici sau mari, indiferent de obiectul de activitate

4 Agenda 1. In loc de introducere 2. Probleme fundamentale cu care se confrunta Organizatiile la nivel mondial 3. Tendinte si incercari pentru rezolvarea lor 4. Cateva solutii practice pentru imbunatatirea performantelor in mediul de afaceri 5. Intrebari si raspunsuri

5 Cele 2 probleme fundamentale Intelegerea pietei Care sunt produsele si serviciile pe care ar trebui sa le oferim? Unde se indreapta Competitia? Dar Furnizorii? Etc si cum ne organizam in functie de ea Procese si structura Resurse Infrastructura tehnologica Cultura organizationala

6 efectele lor Costurile traditionale ale Calitatii (Usor de identificat si masurat) Inspectii Garantie Refuzuri Rebuturi Reprelucrari (Tangibile) Penalitati si Daune Compromisuri in vanzari Costuri ascunse ale Calitatii (Dificil de masurat) Ciclu lung de timp Mai multe creante Reglaje mai multe (Intangibile) Cash Flow scazut Satisfactia clientului Depasiri de timp Livrari intarziate Calatorii si Cazare Costuri de expediere Oportunitati pierdute Vanzari pierdute Comenzi de schimbare a ingineriei Moralul angajatilor, Productivitate Inventar in exces Instalari prea lungi Pierdere loialitate client Ar trebui sa ne antrenam in a le vedea.

7 si cateva cifre Iar activitatile care nu aduc valoare se ridica la 75% din tot ce facem.

8 Cum am ajuns aici? A little bit of history and IT implementations are following these flows - >1960 IF Information flows are following the organizational structure - after the second World War Division and Subdivision of Management United States, Railroad and Telegraph Companies, 1880 Draw wire Straighten Cut Point Grind Cut Head Round Head Join To Pin Division and Subdivision of Labor Adam Smith, The Wealth of Nations, 1780 Consideram ca rezultatul acestor evolutii a condus la problema fundamentala a Organizatiilor actuale FRAGMENTAREA.

9 Cateva consecinte Suntem organiza. pe departamente si func.i si masura. pe contribu.a la acestea Managerii Execu.vi pot opera ca o Echipa, dar se concentreaza pe managementul func.ei lor (iar asta se cascadeaza pina la ul.mul nivel) Priorita.le strategice sunt translatate in obiec.ve func.onale si departamentale Imbunatatirile cind exista sunt prioritizate in cadrul departamentelor/functiilor si targeteaza parti ale acestora

10 Probleme - concluzie Derulam afaceri in sec 21 cu un model Organizational construit ad-hoc in sec 19 si ajustat sa functioneze in sec 20.

11 Agenda 1. In loc de introducere 2. Probleme fundamentale cu care se confrunta Organizatiile la nivel mondial 3. Tendinte si incercari pentru rezolvarea lor 4. Cateva solutii practice pentru imbunatatirea performantelor in mediul de afaceri 5. Intrebari si raspunsuri

12 Structuri si modele de business Apla.zarea organiza.ei Organizarea matriceala

13 Metodologii de imbunatatire Source: IQPC, 2011, 835 par6cipants

14 Uneori utilizam gresit aceste metodologii (si IT) TIMP Activitati care adauga valoare Activitati care NU adauga valoare (75%?) Imbunata.re? Imbunata.re REALA Daca ne intereseaza (doar) reducerea timpilor de raspuns, atunci ar trebui sa ne uitam acolo unde potentialul este mai mare!

15 Auditul, evaluarea etc Toate Organizatiile intrate in colaps in SUA si Europa incepind cu 2008 erau auditate, evaluate, aveau cladiri de sticla Toate evaluarile erau facute de nume mari Unde a fost (si este) problema?

16 Tendinte si incercari - concluzie Initiativele de imbunatatire au fost dezvoltate din perspective fragmentate si in consecinta au abordat Organizatiile in acelasi mod fragmentat.

17 Agenda 1. In loc de introducere 2. Probleme fundamentale cu care se confrunta Organizatiile la nivel mondial 3. Tendinte si incercari pentru rezolvarea lor 4. Cateva solutii practice pentru imbunatatirea performantelor in mediul de afaceri 5. Intrebari si raspunsuri

18 Evaluati-va sincer si obiectiv stadiul de maturitate* al Organizatiei Dvs Intelegeti ADN-ul organizatiei Dvs si stabiliti elementele din care este alcatuita Oameni, structura, procese, tehnologie, produse & servicii etc Dezvoltati ordinea de asamblare a lor De unde incepem? Cu ce continuam? Etc Adaptati orice template la cele de mai sus si adaugati elementul de maturitate din benchmark Aceeasi evaluare ar trebui folosita periodic pentru a masura progresul facut.

19 Organizati-va pentru secolul 21 Optimizati Structura Organizatorica si Indicatorii de Performanta plecand de la necesitatile pietei si aliniati Obiectivele pe acesti Indicatori Conduceti la nivelul la care ar trebui Proiectati si implementati procesul de Business Intelligence ( creierul ) Proiectati si implementati procesul de Imbunatatire Continua ( motorul ) Folositi tehnologiile avansate (in special IT) pentru (re)proiectarea proceselor, nu ca mecanisme noi in rularea celor vechi Proiectati-va procesele la fel cum proiectati produsele & serviciile si asignati acest task celor responsabili Si mai bine, proiectatile integrat! Toate acestea vor contribui la eliberarea POTENTIALULUI UMAN si la crearea culturii organizationale necesare*.

20 De unde (re)incepem? Architectura Proceselor Structura Organizatorica?

21 Dezvoltati si implementati PROCESUL de imbunatatire continua Exista in Organizatia Dvs? Daca da, se si ocupa cineva de el?

22 Luati in calcul TOATE etapele unui Process Design Execute Control and Report Improve Manage

23 D M A I C D DEFINE M MEASURE A ANALYZE I IMPROVE C CONTROL Descrierea problemei in raport cu cerintele business-ului si ale clientilor evidentiind beneficiile eliminarii acesteia si obtinand aprobarea si suportul managementului. Cat de mare este problema? Intelegerea performantei reale a procesului, utilizand sisteme de masurare adecvate. Care sunt cauzele problemei?. Care sunt solutiile cele mai bune pentru cauzele detectate? Evaluarea riscurilor potentiale. Implementarea solutiilor in proces, standardizarea, monitorizarea si mentinerea performantelor atinse. Rulati proiecte de imbunatatire utilizand metodologii ADECVATE pentru problemele pe care le are Organizatia Dvs..

24 Proiectarea indicatorilor de performanta si analiza datelor

25 Cateva solutii practice - concluzie Orice Organizatie si elementele* ei pot fi proiectate sau imbunatatite asa cum poate fi proiectat sau imbunatatit orice altceva.

26 In loc de final pentru reflectia Dvs Performanta Organizatiile existente au fost proiectate si pregatite pentru maraton. Si Organizatiile noi au in ele samanta vechiului mod de gandire. Intre timp, cerintele pietei actuale sunt pentru sprinteri. A Mai mult decat atat, provocarea viitoare va fi un maraton Timp in ritm de sprint.

27 Agenda 1. In loc de introducere 2. Probleme fundamentale cu care se confrunta Organizatiile la nivel mondial 3. Tendinte si incercari pentru rezolvarea lor 4. Cateva solutii practice pentru imbunatatirea performantelor in mediul de afaceri 5. Intrebari si raspunsuri

28 Intrebari si raspunsuri "The fire you want to light in others must burn in you" Augustinus ( )

29 Company Assessment Training & Certification Practical Workshops Project Lead & Support Consultancy Coaching & Advisory 40A, Ion Negulici - Pictor St. (Primaverii), ap. 3, Bucuresti

30 Example 1 US Air Force In the 1970 s, many companies and government agencies believed it would be possible to develop what some affectionately called the Great Databases in the Sky they had assumed the problem was one of bits and bytes: Surely the computer would be powerful enough to help run the entire operation but they learned that the challenge was to hammer out a consistent set of meanings and a definition of key terms between people in different functions. The result: U.S. Air Force spent millions of dollars on such an effort, only to find it an impossibility. Sounds familiar?

31 Example 2 John Deere & Company (1/2) When they tried to computerize and integrate its Waterloo, Iowa, tractor works in the early 1980 s it developed a computer-based system that allowed it to track work in progress, download programs, schedule operations, and track maintenance it built high-bay storage capacity so it could easily store and retrieve parts but when the systems were all put into operation, they did not work as they were supposed to. Why?

32 Example 2 John Deere & Company (2/2) Deere discovered, after much reflection (!), that it had simply computerized and automated operations as they existed in a manual mode after much more soul-searching, Deere realized that it had computerized the contradictions, confusion, an inconsistencies of its existing operations. Sounds familiar?

33 The story of the rails (1/6) The track gauge of railways in the USA and Canada is 4 feet 8.5 inches (1435 mm). This extraordinary (!?) off dimension is also the size of the track for the rest of Europe Why?

34 The story of the rails (2/6) Why was that particular gauge used? Because that was the way railways were built in England and the railways in the USA were built by English emigrants Why did the English build them in that way? Because the first railway tracks were built by the same people who built the tramways in the period before the railways Why did the tramways people use that gauge? Because they used the same jigs and tools used for building conventional wagons that also had that wheel spacing

35 The story of the rails (3/6) Why did the wagons have that exact gauge? Because the wagon wheels would otherwise have broken when used certain long distance roads in England. These roads had deep ruts that had been formed by traffic with the mentioned wheel spacing Who built these roads that were so old that wagons had formed deep ruts?? The first long-distance routes in England as everywhere else in Europe had been built by Imperial Rome for its legions, and were still in use And the ruts in the roads?? The original ruts, that everyone else had to match for fear that they would otherwise cause the wagon wheels to break, were first made by Roman chariots, chariots that were the same al over the Roman Empire as far as wheel spacing was concerned. The standard rail gauge of 4 feet 8.5 inches is derived from the original specifications for the Roman chariots

36 The story of the rails (4/6) So the next time you are handed some specifications and ask yourself what horse s arse came up with this?, you may be right on target because in fact the Roman chariot was made wide enough to accommodate the behinds of two war horses! We now finally have the answer to the original question.

37 And, if you believe it or not... (5/6) If one looks at the Space Shuttle as it stands on the launch pad, one notices the two auxiliary rockets at the sides of the large main fuel tank. These are solid rocket boosters, or SRBs for short. These SRBs are manufactured in a factory in Utah. The engineers that designed the SRB actually wanted them to be somewhat fatter, but the SRB had to be transported by rail from the factory to the launch pad. The rail line in question dissapears into a tunnel through the mountains and the SRB naturally had to be able to pass through this tunnel. And the tunnel is a little wider than the rails and the rails have about the spacing of two horses behinds side-by-side.

38 So that... (6/6) Thus it comes to pass that an important feature of one of the world s most advanced transport systems was determined two thousand years ago with the help of the width of a horse s behind! How about today s Organizations? Who designed them? When? Based on what? Are they still valid?

39 Blocked by the past The powerful and gigantic creature has limited its present abilities by the limitations of its past.