By W. Warner Burke, William Trahant and Richard Koonce (Auth.)
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Additional info for Business Climate Shifts. Profiles of Changem Makers
The goal in each case is to determine the most appropriate drivers of change in that organization. Below are some sample questions. Typica 1A ssessmen t Questions (Transforma tional Factors) External environment. In what ways do current social, demographic, political, economic, technological, and regulatory trends impact the business? Who are the firm’s current and potential competitors? Who are the company’s current customers, and why do they use its products or services? Mission and vision. To what extent are the mission, vision, and business objectives of the organization clear and understood at all levels?
By using strong leadership as ” DRIVERS OF ORGANIZATIONAL PERFORMANCE I N YOUR COMPANY 33 well as by making changes in management practices and work behaviors, Shell is shaping fundamental changes in the company’s culture. The Shell story provides an ideal case study of the kind of complex, multidimensional change efforts being initiated in large international companies today, as they respond to significant climate shifts in the global business environment. -, External Environment \ Mission and Stratepy ~ Task Requirements and Individual Skills/ Abilities 3 Individual Needs No Simple Shell Game: How (and Why) Royal Dutch Shell is Reinventing Itself at Both the Global and Local Level “Globalorganizations today find that to be successful they must stress cross-functional process more than hierarchical structure.
Nor did it always lead to Shell running profitable operations. I t was then that Herkstroter asked McDonald (who was then head of Shell’s worldwide Contract and Procurement Group) to form an internal cadre of change agents to help transform Shell into a more efficient and customer-responsive company. Cor came to me and said, ‘We want to create an organization to accelerate the transformation process here in Shell. ’ says McDonald. ” “ ” A Vehicle to Drive Internal Change McDonald eventually took the job, but not before laying down conditions he felt essential if LEAP were to serve as a catalyst for real change: “First I told Cor that I had to report to him.