. .. « Why change ? when the rate of change outside the organization exceeds the rate of change
18
Y.D. - Juin 2001 ... « Why change ? when the rate of change outside the organization exceeds the rate of change within, the end is in sight ! ...» Jack Welsh C.E.O Général Electric
description
. .. « Why change ? when the rate of change outside the organization exceeds the rate of change within, the end is in sight ! ...» Jack Welsh C.E.O Général Electric. n More content : – Safety (airbags, ABS, tensioners ...) – Comfort (A.C., assistances, ...) - PowerPoint PPT Presentation
Transcript of . .. « Why change ? when the rate of change outside the organization exceeds the rate of change
Y.D. - Juin 2001
... « Why change ? when the rate of change outside
the organization exceeds the rate of change
within, the end is in sight ! ...»
Jack Welsh
C.E.O Général Electric
Y.D. - Juin 2001
More content : – Safety (airbags, ABS, tensioners ...)
– Comfort (A.C., assistances, ...)
– Chassis (monitoring systems)
– Communication systems
– Environment friendly
More quality : a must
Customer satisfaction Customer intimacy Customer owning corporation
Quicker time to market : the quicker, the winner
Less cost : car expenses are capped by clients total income
Mandatory Breakthrough
Y.D. - Juin 2001
Total investment –
35%
Time to market –
35%
Variable cost for same deliverables –
30%
+ several innovative features
Y.D. - Juin 2001
Creativity : Capacity to imagine new concepts.
Invention : Imagine new innovative features.
Innovation : Market a new concept in an established feature.
Invention is part of the innovation process, an idea described clearly, amatured concept. Innovation is risky, and impacts directly the current processes.
Y.D. - Juin 2001
Be creative in :
Product and Services : avoid (me-too) marketing.
Organizations : clarity and efficiency of organization are distinct concepts.
Tools : no new organization without new tools. The model should not try to surpass the reality.
"When you have only a hammer as a tool, you see all your problems as nails"
« Quand on a comme outil qu’un marteau, on voit tous ses problèmes comme des clous. »
Y.D. - Juin 2001
The copy-machine for creating projets does not work anymore.
Shift from the one shot rocket to cruise-missile.
Need for
performance
breakthrough
Innovation
for survival
A project organisation able topilot in an unknown environment
Y.D. - Juin 2001
"Putting together optimized
sub-assemblies does not make an
optimized assembly".
(Bellmann theorem)
Y.D. - Juin 2001
Manage the merging : – Decide only what is necessary
– Reduce what is left to be done
– Pull system
– Measurements
Living with complexity : – Manage design inside complexity
– Manage non-determinism- Simplify without reducing (KISS)
Systematic empowerment : – "Shared" rules
– Split into units
– Decide at the lowest level possible
The project is a global responsibility
Y.D. - Juin 2001
Y.D. - Juin 2001
WHYTHE NEANDERTHALS
BECAME EXTINCT
Y.D. - Juin 2001
Management by stress :
– The impossible target :
Mandatory quality requirements
Design to cost
«Fast track»
– Everything else is negotiable
Cross-functionality :
– Common and shared target across all functions
– Project platform
– Physical objects and locations
– Cultural mixing
« Who knows only England, does not know England »(Rudyard Kipling)
Y.D. - Juin 2001
Y.D. - Juin 2001
Y.D. - Juin 2001
Y.D. - Juin 2001
Simplify : In a complex environment, systematic search for perfection
leads certainly to mistake.
Federate : Cross-functional optimization = extended company
(including
suppliers and clients).
Manage confrontation : non-confronting leads to failure.
A single driver : client satisfaction.
The project : a place for confrontation
with a single constraint, the result
Y.D. - Juin 2001
If you set your mind to achieve the impossible,...
You achieve the impossible !
Victor RiceCEO Lucas-Varity
Y.D. - Juin 2001
We have already seen people targeting excellence
and obtaining mediocrity,
but we have never seen it the other way !
Y.D. - Juin 2001
There are more men building walls than building bridges
(Chinese proverb)
