Strategic Change: Mobilizing An Organization

< p > < strong > first, set up an interactive and strategic pformation decision making and promotion organization composed of high level and middle level.

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< p > in the pformation process of the major a href= "http://sjfzxm.com/news/index_z.asp" > strategy < /a >, if the top management level limits the decision-making process to a very small scope, it lacks sufficient influence.

Therefore, the adoption of a wider range of strategic pformation and decision making and promotion agencies to engage in full discussion, doubt and debate, and eventually reach a consensus are often the choice of many pformational organizations.

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< p > Smith, at the beginning of Baer's CEO in the Atlantic, was committed to improving collaboration within the enterprise in order to overcome the ineffective procrastination and lack of synergy within Baer and the Atlantic.

Smith set up a pformation and promotion organization composed of 50 senior management personnel. Through a year long discussion on the pformation policy and responsibility distribution, the pformation path and strategy to reach a consensus were formed.

Through this form, Smith has made all senior managers realize that, on top of their department's responsibilities, they also shoulder a broader responsibility for enterprise pformation.

On this basis, Smith also led the creation of an internally organized and standardized internal communication mode to enable all employees to understand and face opportunities, the necessity of change and responsibilities between them.

Smith's greatest contribution to Baer's pformation in the Atlantic is to ensure the company's greatest efforts to achieve the goal of pformation by creating an organized and participatory collaborative decision-making and promotion.

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< p > < strong > Second, < a href= "http://sjfzxm.com/news/index_z.asp > > establishing" /a "to promote the pformation of the normal coordination of monitoring organizations.

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< p > the complicated internal contradictions in large organizations often make the pformation suspended in mid air and can not really be implemented. Such problems are very common in large enterprises in China and abroad.

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< p > in the early stage of pformation, through joint offices and joint project teams, it is often a more realistic way to push ahead with planning, control and coordination in a way that is beyond the interests of the real sector.

Along with the gradual pformation of strategic pformation, these institutions can continue to retain or withdraw as circumstances continue.

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< p > < strong > Third, < a href= > http://sjfzxm.com/news/index_z.asp > < /a > specialized pformation planning organization.

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< p > in the pformation process since the 90s of last century, in 90s, in order to cooperate with the formal strategic pformation planning and implementation, a team of senior technicians was created to evaluate the new technology and market opportunities. A strategic team composed of some general manager and strategic planning manager was set up to check the implementation effect of the strategic pformation and explore new business growth points. In addition, an integrated value team composed of 300 important department managers was responsible for the integration work within IBM.

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The above three teams collaborate by naming the "deep diving" mode of work, generally organized by a member of the integrated value team, and exploring, making and executing resources integration for a new market or new technology. P

In addition, IBM has established a strategic leadership forum composed of specific markets and technical elites, each time for 3.5 days. The main task is to find out the gap between IBM implementation and the improvement plan around a key pformation business.

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