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Best Practives in Leadership Development & Organization Change 24

Best Practives in Leadership Development & Organization Change 24. Mục đích của cuốn cẩm nang này là cung cấp cho bạn tất cả các yếu tố cần thiết và thiết thực làm thế nào để phát triển khả năng tổ chức, thực hiện một thay đổi tốt nhất và sáng kiến lãnh đạo trong tổ chức của bạn một cách hiệu quả và tốt nhất. | 200 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE out of this quagmire GE s Jack Welch stepped in and made a last-minute purchase offer that the Honeywell board of directors could not refuse. It appeared unavoidable that another large-scale merger was on the horizon for Honeywell albeit this one had a bit more of the acquisition-takeover mentality than that of the previous Honeywell-AlliedSignal experience. One bright spot for those who lived in the world of Six Sigma and continuous improvement was that GE had taken Larry Bossidy s advice from the mid 1990s and implemented their own very successful Six Sigma program. What GE found when analyzing Honeywell s Six Sigma program was not quite what it had expected. It found a company with dozens of highly trained Masters hundreds of technical Black Belts and thousands of working-level Green Belts who were all trained in the Six Sigma tools and methodologies but something was missing. The Missing Ingredient It was the leadership component. Wait a minute . . . I thought you said Honeywell had the full support of senior management. It did in fact have the full support of management but it did not have a leadership-driven Six Sigma model ensuring that the disciplines and behaviors of this powerful change tool permeated the business. No one would argue that Honeywell Aerospace had a very solid Six Sigma program but it was clear that the time was right to move from a good program to a great program. It was time to exploit Six Sigma in all areas of the business including leadership. We needed to move the leadership team from sitting in the bleachers to participating out on the field. Six Sigma has never been and will never be a spectator sport. It is all about alignment and engagement of leadership. Let s be honest senior management cares primarily about three things business performance business performance and finally business performance And that is exactly what they should care about. Honeywell Six Sigma