Breaking the Mold Forging a Common Defense Manufacturing Vision (1993) / Chapter Skim
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The Change Process
The Change Process
Pages 19-25
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From page 19... ...
Industrial experience suggests that cultural change requires repetitive cycles, at successively lower levels in the organization. Each cycle consists of six generic steps: 1.
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From page 20... ...
Such a group should be broadly representative of the elements of DoD's manufacturing community: DoD career civil servants, military officers, defense contractors and suppliers, and congressional staff. Its members should be those individuals likely to emerge as senior executives in the course of implementation of the change process the "young Turks." The group would be managed by the Deputy Secretary, serving the role of CEO throughout the change process, and the Under Secretary for Acquisition, who would serve as Chief Operating Officer (COO)
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From page 21... ...
At Xerox, competitive benchmarking plays a critical role in determining areas for improvement and developing continuously tougher improvement goals. At General Electric, the "Best Practices" program focuses on management practices used by highly successful companies, including AMP, Chaparral Steel, Hewlett-Packard, Ford, and Xerox.
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From page 22... ...
However, Boeing learned the importance of emphasizing the long-term nature of its continuous quality improvement effort, so its employees would not settle for low-hanging fruit. Structured training programs were put in place, top management made quality improvement the first priority for middle management, and even some "sacred cows" practices that are generally considered unchangeable- were scrutinized and discarded.2 These and other initiatives have demonstrated clearly to workers and managers alike that cultural change at Boeing is a long-term proposition.
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From page 23... ...
DoD senior leaders and their counterparts elsewhere in government must appreciate the slow pace of improvement, but expect momentum to build as the change process persists. Perhaps most importantly, winners and losers will emerge, as both individuals and organizations are more or less successful in adapting to the changed environment.
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From page 24... ...
Only after David Kearns became president and took a personal leadership role in forcing change was the logjam broken and the change process really invigorated.6 Similarly, the senior DoD leadership, including the military service secretaries, must stay abreast of any serious failures and take steps to overcome or minimize their impacts. Again, the communication and leadership role of the senior managers cannot be overemphasized.
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From page 25... ...
DoD, at senior levels, has yet to start. The committee argues that better management will provide major help to DoD in meeting existing goals.
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