Stop Censorship
spacer
spacer search

ORCHARD People Development
Discover the Power of Simulation

Search
spacer
Newsflash
- Alleviating a 'Business Pain' is not only a question of being able to add up the numbers; it is to do with communication, stakeholder management, motivation and  understanding what makes people tick.
- Good Simulations must be able to integrate with already chosen processes, tools and methods that work.
- Ability to change fast, effectively and economically is a must.
And this is exactly what Orchard's products may help you to do 


header
Main Menu
Home
SIM Generator
Simulations
Services
Company Profile
Partners
References
Research & Insights
News
Customer Centre
Search
Administrator
 
Home arrow CHange And Organisational Survival, CHAOS

CHange And Organisational Survival, CHAOS PDF Print E-mail
Written by Peter Philip Jacobsen   
Aug 25, 2005 at 04:11 AM
CHAOS STORYLINE
You have been head-hunted to become Managing Director of the ACE-Tech plant in Carlyle (the Upperlands). ACE-Tech produces In-Car electronic systems for a global market, but products suffer a high failure rate, the workforce is more interested in the 17.00 whistle and the Staff is anything but a Team. Customers are beginning to desert ACE-Tech, as there is no clear Leadership and a vision for the plant is absent.

Your task is a turn-around job, which must be done in 3 phases:
  • a Management phase 
  • a change phase and 
  • a consolidation phase

ACE-Tech is a subset of ACE Global, headquartered in the USA. There are both internal customers (ACE-companies in other European countries) and external customers in general. The Political complications are substantial. The task is expected to last 3 years, simulated in 3 rounds. Layout corresponds to the TAP-layout (see TAP). In the light of this situation:

YOUR OBJECTIVES ARE TO:
  • Turn-around the Carlyle plant and recreate the aggressive innovative spirit that hall-marked ACE for many years.
  • Design, engineer, produce and market existing and new products in view of a rapidly changing commercial reality.
  • Lead the way for Carlyle to become profitable with scope for longevity.
  • Create a new vision and implement supporting strategies.
  • Regenerate a loyal and growing customer base and eliminate existing customer issues.
  • Get a handle on persistent Supplier issues: late deliveries; payment problems; quality problems; availability problems; and consequent spare-part issues in the plant.
  • Establish a functional Upperlands Management Team in contrast to the present dysfunctional situation where in-fights, laxness and (possibly) resistance to your appointment govern the day.
  • Invigorate a lax work force that looks no longer than to the go-home signal every day.
  • Operate effectively despite a potential time bomb in the USA with a new CEO and conflicts in the EMT.
  • Deal effectively with competition and be ahead with solutions for ever shorter product life-cycles, demands to innovation and proliferation of product lines.
BALANCED SCORECARD USED BY CHAOS:
  • Leadership (Kouzes and Posner list) - incl. the ability to create a vision, generate followership, think strategically, willingness to take risks, etc.
  • Staff Development, Motivation and Improvement
  • Organisational processes agility, Creating and managing quality Internal Processes.
  • Customer Satisfaction.
  • Business generation Long Term.
  • Product Quality.
FIVE ADDITIONAL EVALUATION CRITERIA ARE USED:
  • Short-Term vs. Long-Term Financial performance.
  • Organisational Learning.
  • Ethical Management.
  • Understanding and following Kotter's 8 principles.
  • The likelihood of a timely implementation.
Last Updated ( Oct 21, 2005 at 08:24 AM )
spacer

 

Mambo is Free Software released under the GNU/GPL License.
spacer