Thursday, November 9, 2006

Built to change Organizations change. Sometimes by design, sometimes change is forced upon them. In our industry, organizational change often manifests itself publicly through postings on Jim Pinto's Web pages. That's because change is unsettling to many people. What if there were an organization model built on the assumption that continuous change is business as usual? I lifted that question from a very good and important article from the Fall issue of the MIT Sloan Management Review, "Designing Organizations That are Built to Change." Ideas usually come in groups. I read this article while contemplating a couple of automation companies. Rockwell Automation has undergone a series of evolutions over the past few years. Right now there is a quiet revolution within its marketing organization. I think this is a huge step in the right direction for it. I can see Keith Nosbusch's vision of where the company should go clearer and can see how it is filtering through the organization. So, rather than rumors of floundering like often happens during company reorgs, better to look at the positive side. The second thing was some reflecting I was doing after my recent session with Andy Gravitt of Schneider Electric. I think that company has undergone quite a transformation over the past few years and seems nothing like the company of 2001. So, don't let your opinions of a company remain cast in concrete. It's more like a pliable modeling clay. Back to the book. Source of the problem (about bringing change to organizations)--organizations are not built to change, they are built NOT to change. The authors quote a classic text "The Social Psychology of Organizations" by Katz and Kahn, "One can define the core problem of any social system as reducing the variability and instability of human actions to uniform and dependable patterns." No wonder you can't change an organization! This may have been OK in the 1950s and 1960s, but global competition and technology are forcing rapid change on organizations today. You need to build an organization where change is business as usual. Here are a few tidbits to whet your appetite to go to the article. First, managing talent. Instead of telling employees what their jobs are, built-to-change organizations encourage people to find out what needs to be done. When hiring people, built-to-change organizations seek individuals who like change and are quick learners. Organization structure. Built-to-change companies are concerned about being caught off-guard, so they place everyone close to customers and the environment. Build a network structure (units or individual organizations within a company pulled together to exploit specific opportunities) because a network structure leads to organizations with large surface areas because of all the alliance relationships that managers and employees must address. Leadership. Leaders need to practice shared leadership--what Mark Hurd, the CEO of Hewlett-Packard Co. has described as "leadership as a team sport." Shared leadership substitutes for hierarchy, builds a deep cadre of leadership talent and multiple leaders at all levels who understand the external environment and the internal capabilities often see important trends that call for corporate change before senior management does. Most importantly, shared leadership supports more effective change management. I've been privileged to have many positions in my career where I got to define the position--or even if the position was technically defined, I still got the opportunity to define the role. It was great experience. It helps me see the importance of these ideas and how all of us should look not at a static job description but at what needs to be done. 10:09:13 PM    comment []

Webcast Review Hey Carl, thanks for a really literate review of our Webcast. This has been a really good series on networking this year. Maybe next year I'll throw in something about Profinet ;-) Klaatu barada nikto! And salad dressing.. Your choice is simple. Join us and live in peace or pursue your present course and face obliteration. We shall be waiting for your answer. The decision rests with you. --Klaatu (played by Michael Rennie in The Day the Earth Stood Still) So began Eric Cosmanâo[dot accent]s presentation as part of the Automation World webcast The IT and Engineering Partnership for Network Administration. Perhaps the situation between IT and Automation is not that dire, but youâo[dot accent]ve got to appreciate any presenter who begins by quoting a 55 year old science fiction movie. (Of course, I would have been really impressed if he also worked in âo[ogonek]Klaatu barada nikto!âo�) As you know from my previous posts (here, here, and here) Iâo[dot accent]m a big believer in the absolute necessity of cooperation between IT and Control Engineering. This webcast provides a theoretical background, some history, and some practical suggestions on the issue. If you need to foster such cooperation at your company, check out this webcast! What does making salad dressing have in common with gaining cooperation between IT and Automation? To make salad dressing you need to mix oil and waterâo[oe] and shake vigorously. Dan Miklovic began his presentation with this notion before moving on to more practical matters. Dennis Brandl pointed out that the problem of IT and Automation butting heads is a common problem. And thatâo[dot accent]s a good thing âo[base "] at least the fact that the problem is common is a good thing. Since it is a common problem, thereâo[dot accent]s help available (like this webcast). Have I mentioned that you really need to watch this webcast? Eric Cosman took the people-oriented approach to the issue. I was glad to see his practical approach to the partnership required between IT and Automation. The fact that his company (Dow) is already doing this is a plus; it can be done. Now stop reading this and go see if the webcast is archived here: http://www.automationworld.com/webcasts. Iâo[dot accent]m going to slip away now and finish writing the lyrics for âo[ogonek]MIS and Automation should be friendsâo� to the tune of âo[ogonek]The farmer and the cowman should be friendsâo� from Oklahoma! [PTO PROFIblog] 9:11:48 PM    comment []

Soccer It's over 70 and sunny in western Ohio today. I should be working on the patio for one last time. I was fortunate to be selected for a high school state final soccer game this weekend. They are predicting 50 degrees and rain. I had best enjoy this weather while I can. Worked a regional final (elite eight) boys div 1 match last Saturday. That was one of the best high school matches I've ever seen. Fairfield (Cincinnati suburb) was, and still is, undefeated after besting Cincinnati Elder before probably over 2,000 people. The place was rocking. Crew stadium this weekend, then off to teach a referee recertification class on Sunday. Not much soccer until spring. Any referees out there -- I'll be recruiting for the 12th Sidney Mayfest Soccer Classic May 12-13. We'll spring for hotel rooms for qualified out-of-towners. Chance to work with me. 3:31:30 PM    comment []