Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Asia Pacific Meeting 2002,How to Install a Change Mechanism into Organization,Keizo Tannawa,WW Tokyo,March 14,2002 in Shanghai,Agenda,Why,“,“change”isso critical?,“Change”Mechanism,Organizationmodel driver,Corporate governancestructure,Centralize-Decentralizemanagement,Competency management cycle,InternalHRMarket Creation,Implicationof change managementforChinesecompanies,2,Why,“,“change”?,Whatissame,and differentin termsofcause ofcrash?,ENRON,Japanesecompanies,3,Thedifference,Management style,Value proposition oftheorganization,Market pressure,Thesame,Trapofsuccess(tobetoosuccessful to change=arrogance),Notenough levelofdisclosure,HRMsystem failure,4,Trapofsuccess,CS,PerformanceIndex,Innovation,Break point,Indifferentzone,QualityZone,Impact Zone,5,Change mechanism,Organizationmodel driver,Governance structure,Centralize-Decentralizemanagement,Competency management cycle,InternalHRMarket creation,6,CurrentWinningOrganization,Self-directed Team,(Soccerteam),System Builder,Self-OrganizingAmoeba,Top-down,(Pyramidstructure),CoreModel,Management,People,Driver,(90%)Specialized,Entrepreneurial,Manager,System Up-grader,(90%)Autonomous,Professional,Entrepreneurial,Professional,Efficiency,/Cost Control,Innovation,/Creation,Examples,McDonald,SV Ventures,7,Strongest Organization Model,ExpandedGEModel,.,Management,Team,Team,BizLeader,Trainee,Professional,Pro,8,Governance as achange device,Clear responsibilityshare among,“,“CEO”,“,“COO,”,”and“CFO”,then make“management cycle,”,”atwork,Realissue lieson“CFO”function(Verificationprocess)inmanagement cycle,Disclosure procedure?,Nomination of reliable CFO?,9,Direction Setting,（CEO),Execution,（COO),Financial Verification,（CFO),Judgment,（Board),Governance structuremodel,Governance means,“,“ManagementCycle”,Hypothesis Expansion,（Advisory),10,Corporate value/brand,Human capital(competency platform),Financial(verification),Technology&KM,Operational(SCM,CRM),Biz.A,B,C,D,Competitiveness,Break Point,Line,Group/corporate,platform,WinningBusinessModel,Businessportfolio,Redesigncore platform,Coverage,Competi,-tiveness,11,Year,Degree,of,Decentralization,Decentralize,Centralize,Self-directed Humanresourcedevelopment,Environmental,Change,Centralize-DecentralizeManagement,Centralize,Centralize,Decentralize,Decentralize,12,SSC,Platform,Buz.A,Buz.B,Buz.Z,.,Corporate,（HoldingCompany,）,）,Multi-layerGovernance,Buz.C,13,RedesignOrganization Structure,Adapt“Winning organizationmodel”,Startingpoint is set hypothesisof,“,“Integration-Decentralization”status,Source of competitiveness shouldbetranslated into,“,“Core platform”,Design“Corporate platform”,Design“Governance structure,”,”,14,Competency Function,Action/Results,/Outcome,Thinking/BehaviorTraits,Assessment(Verification),Prediction,(Hypothesis),Input（field）,Output,15,Hypothesis,（Assignment),Delegation&Support,（Development),Verification,（Evaluation&Assessment),Judgment,（Exit management,）,）,Hypothesis Expansion,(WW),Competency management cycle,Competency Platform,16,Corporate value/brand,Human capital(competency platform),Financial(verification),Technology&KM,Operational(SCM,CRM),Operational(SCM,CRM),A,B,C,D,HC pool,In-house,Outsidemarket,InternalHRMarket creation,17,