EXECUTIVE BRIEFINGS

EPASS

Leading Corporate Transformation and Renewal

A measurement environment for today's corporations has to fulfill basically the following requirements:

• measure real performance - not compliance with obsolete targets
• measure real performance timely - not once/twice a year
• measure real performance objectively
• facilitate pride in workmanship
• measure performance through customers - not managers

It is the explicit responsibility of the Top Management of organizations to lead Corporate Transformation and Renewal.       Unfortunately Top Management of a vast number of organizations paints an extremely poor picture in that respect. Even the last resort hiring of turn-around specialists as new CEOs does not seem to provide a convincing answer. The resulting "turn-around" or renewal is most often short lived and a very expensive exercise for the organization in question.                       In most cases it is not that the Top Managers knowingly lead their organizations badly in that respect. Conflicting advice and straight forward bad counseling even by members of our own profession definitely does have to accept a big portion of the blame for the malaise.                                                                                But all in all, the predominant reasons for the failure can be identified as lack of thorough understanding of the ills of the organization, over - concentration on the P&L, "continuous improvement mode" mentality, and lack of vision & guts to really lead a transformation into the unknown away from company - historic evolution.

We will facilitate a most interesting discussion and provide some pointers for a resolution developed in over 20 years consulting experience

BEVFR

BDHPM

Corporate scandals are nothing new in the world of business.

The flood of managerial misdeeds during the last couple of years however raises the question whether the inclusion of ‘business ethics’ in the curriculum of every major and minor business school since 1989 had any tangible effect on managerial behavior and corporate values. Any company pursuing corporate excellence and sustainability in any form has to rise to the issue beyond lip commitment.
In addition to the above in many scenarios corporate ethics appear to be something one has if times are good, furthermore they clash with High Performance targets and goals. We will present an alterative understanding and a business case for discussion demonstrating that this 'common understanding' is a fallacy that puts business at serious risk.

Many corporations are facing a management problem of catastrophic dimensions.

Most of their managers, primarily in middle and lower management, are incapable of understanding the relationship between people and organizations, and have no idea of modern job requirements.

This is rarely the fault or incompetence of the individual manager: these guys work blind-folded in an adverse culture.

This briefing will centre around discovering a solid modern management culture, re-defining management purpose and outlining a roadmap.

ASMAN

 EHPO

That does not mean top management of these organizations does not put their effort behind these goals - so why is the true 'high performance organization' so elusive? Again, there are many reasons for that, but the prime shortcomings are: an over concentration on P&L as strategic goal, the belief that copying successful competitors or companies will produce a 'High Performer' in turn, lack of vision, lack of guts to become excellent .

This briefing promises a lively discussion and we will suggest some solutions and pointers to getting an organization truly on the way to become 'High Performance'