ERIC BUDD IMPROVEMENT COORDINATOR

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As Kotter was writing the book he spent time meeting with C level execs and their teams observing the dual operating system ideas in action he says. The payoff he said was the aha moment when they realized how well the system works. We had middle management cheering after an employee meeting he says. That s heavy duty stuff. COMMENTS LINDA POWELL ORGANIZATIONAL CHANGE CONSULTANT THE PRINCETON LEADERSHIP INSTITUTE Kotter s ideas about a dual system resonate for me. Would like to throw out a topic for discussion to further explore obstacles such as power issues which are a reality in every organization.

I wonder what Barry Oshrey and others would have to say about managing resistance. EAKER SERVICES INC. Kotter s new book should be of interest to many. A successful integrated approach to managing and improving the organization has been in practice for more than Chinese Overseas America Number Data two decades. Five key activities make up the QBS model PURPOSE mission beliefs vision SYSTEM view the organization as a system via the Linkage of Processes INFORMATION customer focus obtaining info relevant to the organization PLANNING plan to improve and operate and MANAGE IMPROVEMENT operational and improvement actions are integrated at the process level via purpose driven learning cycle improvements rather than as stand alone project implementations . Each cycle of the five interdependent activities produces another round of learning and improvement for the entire organization. A key benefit is longevity in a world where survival not mandatory.





PARKS L OD CONSULTANT Kotter s proposed dual organizational structure is established upon the direct principles of integrative change. As a result the indicative response to that change explicitly toward volunteering ones time and adding more aggregated responsibilities could enlist a hard sell. But the idea of championing informational exchange and centering initiatives on growth innovation should be the core of any progressive organizations business process . Therefore as long as the two operation systems coincides with the short long term goals of an organization and consensus resources are placed on its success the possibilities are endless.