组织改造有如手术痛苦,但通常早做比晚做好（Tissue modification is painful, but usually done earlier than later）

组织改造有如手术痛苦,但通常早做比晚做好（Tissue modification is painful, but usually done earlier than later） 组织改造有如手术痛苦,但通常早做比晚做好(Tissue modification is painful, but usually done earlier than later) The organizational structure is becoming more and more complex. In the past, organizations are clearly in one dimension: function, product, user, or region. Now, they are often decomposed into smaller units, each of which has different organizational settings due to its different business and customer needs. The importance of non structural aspects of organizations is increasing. Abandon the original command and control means, companies are now more dependent on employees, the use of transfer prices and performance based reward to affect employee behavior. Information was flowing up and down along the organizational structure, and now it was freely flowing between departments. Those who share information and strengthen organizational progress also cross the boundaries of the organization. Individual competence and technology, experience, and management and employee initiative differences are becoming increasingly important in determining competitive advantage and organizational performance. In today's changing world, only a constantly changing company can last long. Organizational transformation not only needs to consider work performance as before, but also considers organizational adaptability. There are many factors that affect the adaptability of the organization. These factors include collective management (Chairman and chief executive, to set up an independent and powerful separation board) into the appropriate resources and the organization and in the company's development, new business expansion and development strategy of human resources." Tissue modification is like an operation: it's painful, but if you need it, you do it earlier than later. To restore the health of the patient, the doctor not only needs to be perfect in one aspect, but also needs to be correct in four respects. He needs to make sure that he is dealing with the right questions, make the correct diagnosis, the correct operation method (design characteristics), and before and after the operation to complete correct operation and Nursing (change management), find and diagnose problems. From outside to inside and from inside to outside" The change of organization is caused by external factors. The enterprise strategy, business economy, customer demand, competition environment and the changes of the above factors are the objective conditions of organizational reform. We need to clearly define the strategic conditions of "outside and inside". The evaluation of the organization is to see whether it can meet the needs of the enterprise strategy. Business economy and customer demand determine which organizational form is most suitable for meeting strategic objectives. Competition provides the standards that the organization must meet to succeed. Any of these four changes may trigger the need for tissue change. In turn, the correct diagnosis of the company requires a thorough, "inside out" examination of the real operation of the organization. It took a pharmaceutical company a long time to put a new drug on the market. Why is the development process so slow? This requires an in-depth understanding of the company's operations. In order to understand organizational behavior, we need to select the key processes of the organization, see how they operate, and understand how organizational transformation affects these processes. Description of tissue modification can not be limited to drawing tissue structure diagrams. There are many other factors that affect organizational behavior, not just who is reporting it to whom. For example, there are several possible reasons for pharmaceutical companies developed slow process: information throughout the organization, development of medical circulation fast enough; and no good coordination between the promotion department; the best R & D personnel switched to the new Biotech Corp better or the division of responsibilities is not clear. Organizational transformation needs to take into account all the factors that make the organization work well. Of course, changing organizational structures is often more difficult than changing other job performance, and should be considered as a final solution. The results of the first phase of the work should be a clear description of the key organizational issues faced by the company, and a profound understanding of the causes of the problem. The key problem will affect the success of the transformation of organizational identity, should be in the transformation of the organization team and company guidance group (by CEOs and top management personnel selected) between one or more seminar. Depending on the scale of change, The board of directors or members of the trade union can be considered. In different seminars, the previous assumptions can be revised and validated by further interviews with management and by the panel of employees. Discussions with customers and suppliers are also very useful for getting external opinions. For example, understand all the employees serving a key customer, as a group, cooperate with each other in meeting customer needs and work together. The workshop with the corporate steering group should focus on the external and internal strategic conditions and the "internal and external" organizational behavior mentioned above. Similar to the "what now can not meet the strategic needs of the organization", "which is a process not required, what are the reasons for such problems, the seminar should agree clear. In the next phase of the work, the retrofit team began to formulate design features that could enable the new organization to address its key challenges. To this end, the team must compare various scenarios, establish models to predict their performance, and assess their feasibility. Compare programs to determine direction There are often many possible solutions to organizational problems. If you need to encourage cross selling between two different product divisions, the first approach can unify the sales of two divisions. The second approach is to keep salespeople apart, but provide economic incentives to sales staff to help sell another department's products. The third method can only increase the sales staff's understanding of the information of other department customers. The fourth method is to introduce the responsibility system of sub customer groups in the design of cross product departments. The fifth approach can focus on changing culture and strengthening cooperation, bringing managers together to celebrate the success of the Union for the benefit of the customer. Understanding the industry model It is critical to fully understand the organization of the industry paradigm. They set the standards that you have to go beyond. The comparison with the industry model should not be limited to the organizational structure of competitors, but should take into account all aspects of its organization. How did the operation of other companies go? You need to know what's going on inside the competition. To this end, the organization reform team should be interviewed with the current and former employees, suppliers and customers. The transformation team should not only pay attention to several leading people in the industry, but also pay attention to the rapid development of the new industry. These companies are likely to run in a completely different pattern, and you might well be worth learning. The purpose of understanding the paradigm can be to learn from them; conversely, if your strategy is different from them, you may know from what difference you should make the difference in order to maximize your value. Determine the organizational plan The organization transformation team and the corporate steering group should choose the best solution to the identified problems from the initial model and the industry model. In addition to changing the organizational structure, the right organizational structure often uses a variety of organizational means, such as performance incentives and training, employee skills development, etc.. Building models to predict outcomes Now, we're going through the following steps to test the new organizational solutions that the company is thinking about. The new design is simulated The first step in testing a new organization is to simulate how it will deal with the key issues that have been discovered earlier, and more generally, how it creates the company's competitive advantage. The organization reform team will compare current organizations and other programs based on a list of organizational performance (including all the important organizational tools), while focusing on current key issues. For example, the organization reform team should check whether the new organization can pass 10 tests (see the right table). organization Reconstruction schemes often need to be weighed between different performance improvement tools. Maybe not all of these tests can be met at the same time. The right trade-off depends on the company's strategy and the specific circumstances that change over time. A pilot study of the new organizational structure There is a big risk of performance with a new organizational structure. Therefore, it is meaningful to evaluate the new organizational structure in a comprehensive and detailed way. In addition to careful planning, it is also valuable to test new organizations where possible. Choosing the most advantageous organizational model A small number of organizational models should be described in detail, and the key issues facing the company and the list of extensive improvement tools are evaluated to create a competitive advantage. These organizational models constitute the basis for discussion with the corporate steering group. If it is organized at the highest level, it can be discussed with the board of directors. If the top leadership reshuffle is the primary choice, the board's support is critical, because it affects the work and authority of senior management. In addition, CEOs need to use other means to ensure that the top management is a committed group. For example, when needed, they should be shown to the key people that they will play an important role in the future organization. If you need to make important changes in human and work methods, and there is no union member in the corporate steering group, you can discuss with the trade union at this time. Evaluate feasibility to avoid risk In theory, the best organizational structure is often impossible to implement in practice. At this stage, the organizational reform team has been designed, and the corporate steering group has agreed to one or few organizational models that can improve performance. But can it (or they) be implemented? In order to get the answer, please ask yourself the following questions: Can we find competent managers to work as a senior management? Can we find the right combination of managers and staff for the new organization at the required location? Can we put infrastructure into use and make it work smoothly? Can we deal with potentially unstable transitions between suppliers, customers and employees? Is the new organization compatible with our legal system (for example, if we don't own one hundred percent of the subsidiary company)? If not, can we do a small-scale experiment on the new organization? Or step by step more slowly? For example, a department store chain store has developed a new strategy to develop their own brand of goods from the manufacturing purchasing manufacturers design, brand clothing and interior design, from low-cost locations (mainly Asian) by purchasing directly by the company manufacturing. This requires a complete transformation of the purchase and sale system. The procurement team, which consists of clothing buyer and garment purchasing assistant, will be composed of professional product category manager, clothing buyer, designer, technician and material purchasing expert. These new skills were relatively scarce in the market at that time, so it was unrealistic to ask for the transition to be completed within two sales seasons. So the company decided to choose supplier selection and quality control in Asia instead of building a new Asian purchasing agency. Another advantage of this is that the agent can provide the necessary information and communication technology (e.g., electronic display technology that provides product samples). The interior design ability was built over a longer period of time, and the focus was on women's clothing. Devote yourself to new organizations At this point, it is necessary to make a basic decision on the new organization and the overall transition guidance outline, or consider whether it is necessary to let the organizational reform team go back and reconsider the problem of organizational transformation. In a major organizational reform, some setbacks are inevitable. Firmness is the key to success. Without the active participation of the leadership, major organizational reforms can not be successful. Any difference in corporate leadership spreads and amplifies in the lower layers of the organization. The corporate steering group, the board of directors and the top management must all support it. At this point, transition options should be provided to senior managers who do not support the transformation or have no position in the future organization. In response to the objections of those who still remain in the company, corresponding response plans should be worked out.