what qualifies this message as a rellavent?
On Wed, 23 May 2007 Pradeep banakar wrote : >The role of an ideal CEO >Surinder Kapur > >May 22, 2007 >A CEO's complete involvement in any change process in the organisation is a >must. > >An innovation-led change requires three fundamentals to be met: market >feasibility, technical feasibility, and the appointment of a leader or the >chief >operating officer who is emotionally attached to the project. > >It is the CEO's initiative to obtain outside information and establish >technical feasibility for an idea to take the company into the future. For the >product >idea to get propelled, customer interaction or determining market feasibility >is equally important. > >After having carefully decided on the project, the CEO must select a leader >who is emotionally attached to the project - someone who believes in it and >is also highly respected in the organisation. > >More often than not, an existing organisation is unable to support new ideas >and, therefore, a dream team with people highly passionate about the ideas >needs to be formed. This team is generally a group outside the existing group >with some shared resources from the existing organisation. > >A new paradigm for an organisation undertaking a "breakthrough project" is to >set up what Shoji Shiba calls an ambidextrous organisation or an organisation >within an organisation. > >When it comes to breakthrough ideas, it is not cross-functional teams, but >dream teams with skills to foresee the future that are best suited. The members >of such a team have to be like-minded people who share the vision with the >leader. They also have to be geniuses in their own right. > > >From an organisation architecture perspective, an important aspect in this > >process is housing. If the team is housed in the current environment, chances >are that it will get destroyed. > >So it needs to be kept away from the existing organisation and a board of >directors could be created to enable the flow of information back and forth >from >the organisation. This information flow is important to create a connect >between the team and the organisation. > >A major part of the CEO's time is spent in monitoring and reviewing. But he >needs to be clear on what to monitor and review. It is not the business plan, >or even the cost and cash flow that is important: it is the milestones. Once >the CEO provides financial and human resources support, the resistance to >such projects will diminish. > >In the case of continued resistance, the project leader/CEO must be strong >enough to stand by the team and its actions. For instance, RoadStar (3rd >Generation) >was awarded the "Car of the year" in Japan in November 2005. > >However, when the car was first developed, the project leader faced huge >resistance to the project from various quarters within the organisation. This >is >because the product was very unconventional and many could not foresee the >potential of the vehicle. > >Matsuda, the project leader, stood up to the resistance, proved his position >with the help of market data where possible and developed a dream sports car. > > >Resistance to change is normal human behaviour. It is for the CEO/leader of >the organisation to ensure that the dream project is given the right kind of >impetus, since many are unable to foresee the benefits from such a project >while still under development. > >Often a project idea may be laughed off as a crazy one, but breakthrough ideas >cannot be normal ideas; they have to be somewhat "crazy", only then they >can lead to a real breakthrough and an innovative product. > >Companies such as UCAL Fuel Systems, Sona Koyo, Brakes India and TechNova, all >members of the Shiba Learning Community organised by the Confederation of >Indian Industry, have learnt and applied these principles in a number of >breakthrough projects to overcome resistance to change. > >Dr Surinder Kapur is chairman, CII Mission for Manufacturing Innovation, and >chairman and managing director, Sona Koyo Steering Systems. >To unsubscribe send a message to [EMAIL PROTECTED] with the subject >unsubscribe. > >To change your subscription to digest mode or make any other changes, please >visit the list home page at > http://accessindia.org.in/mailman/listinfo/accessindia_accessindia.org.in To unsubscribe send a message to [EMAIL PROTECTED] with the subject unsubscribe. To change your subscription to digest mode or make any other changes, please visit the list home page at http://accessindia.org.in/mailman/listinfo/accessindia_accessindia.org.in
