Que memórias!
Chegar ao Twitter e apanhar uma ligação para um artigo, "All Management Is Change Management". Ler o título e perceber que o nome do autor é Robert H. Schaffer.
Fico logo em pulgas. Será que é o mesmo Robert H. Schaffer que escreveu "The Breakthrough Strategy"?
Leio o artigo e no final vejo a foto do autor e confirmo que é o mesmo Robert H. Schaffer que tanto me ensinou e que citei nestes postais:
- A dança da chuva e outros rituais (Julho de 2006)
- Simplex (Abril de 2006)
Quando não sigo o principal conselho de Schaffer arrependo-me: concentrar um problema grande numa cascata de problemas mais pequenos e capazes de serem resolvidos mais rapidamente.
E o que diz Schaffer neste artigo?
"all management is the management of change.
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If sales need to be increased, that’s change management. If a merger needs to be implemented, that’s change management. If a new personnel policy needs to be carried out, that’s change management. If the erosion of a market requires a new business model, that’s change management. Costs reduced? Productivity improved? New products developed? Change management.
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The job of management always involves defining what changes need to be made and seeing that those changes take place. Even when the overall aim is stability, often there are still change goals: to reduce variability, cut costs, reduce the time required, or reduce turnover, for example. Once every job in a company is defined in terms of the changes to be made (both large and small), constant improvement can become the routine. Each innovation brings lessons that inform ongoing operations. The organization becomes a perpetual motion machine. Change never occurs as some sort of happening; it is part of everyday life.
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Leaders should view change not as an occasional disruptor but as the very essence of the management job. Setting tough goals, establishing processes to reach them, carrying out those processes and carefully learning from them — these steps should characterize the unending daily life of the organization at every level. More companies need to describe their work in terms of where they are trying to go in the next month or next quarter or next year.
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How do you transition into such a company? The simple answer is to skip the months spent creating a comprehensive plan to make the company more change-oriented. Instead, focus on some important goals that are not being accomplished. Have teams carve out some sub-goals they will aim to achieve in a few months. [Moi ici: Este é o velho Schaffer!] They should be asked to test innovative steps they think will make a difference and to learn from the process. Maintaining a short time frame for these experiments permits the rapid testing of many modest innovations. Of course, these are steps to advance major strategic goals, but the emphasis should be on executing specific changes — with each success followed by a new round of more-ambitious goals to tackle."
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