Robert H. Miles - Symantec's Rapid, High Engagement, All-employee Cascade (Former HBS Professor) скачать в хорошем качестве

Robert H. Miles - Symantec's Rapid, High Engagement, All-employee Cascade (Former HBS Professor)

The founding CEO of a young software firm (Symantec) had led his high-tech company through two significant phases to keep company revenues climbing and keep his key employees engaged and in place. It was now time to launch a third transformational phase to continue to drive revenues and profitability and motivate highly talented employees to stay put during Silicon Valley’s “War for Talent.” Phase 1: Focusing on the Core was a period of rationalizing and structuring the company for high growth and building a strong and flexible employee base. The focus was on a single, major software product that had enabled the firm to achieve and maintain high, dependable, profitable growth, which was an extremely important indicator of current business health in comparison with neighboring competitors. The turndown in sales toward the end of this first phase had a chilling downturn in employee options and sentiment; and it was beginning to show up in rising employee turnover. Determined not to have such a high dependence on a single product line, the CEO adopted a Phase 2 transformation game plan that departed from an adherence to the fate of the core business to growth by wide ranging acquisitions. The strategy did indeed result in a resurgence in growth. It also brought on board a great diversity of products, markets, management styles, employee loyalty, and very cultures. This great level of complexity eventually took its toll on company performance. The dozen or so acquisitions proved to be too diverse and dispersed to predictably forecast the growth of the firm. Read full overview here: https://flevy.com/blog/symantecs-rapi... Learn more about the Accelerated Corporate Transformation (ACT) methodology through Robert H. Miles's 10-week online program: https://flevy.com/program/act Robert H. Miles, Ph.D., President, Corporate Transformation Resources, is a global thought and practice leader in the fields of Corporate Transformation and Executive Leadership. Dr. Miles was a long-time faculty member at Harvard, Yale, and Emory business schools; and at the Stanford Executive Institute. He has published numerous books on Corporate Transformation and is published in the Harvard Business Review. Through his decades of experience and leading 30+ Corporate Transformations, Bob has pioneered the Accelerated Corporate Transformation (ACT) methodology. The ACT methodology is a proven, enterprise-level process architecture. It enables an executive leader to rapidly orchestrate the launch of the next major phase of his or her organization in a simple, high-engagement manner to achieve breakthrough results. The ACT methodology has been successfully implemented in some of the most iconic Corporate Transformations, including Apple, General Electric, IBM Global Services, Symantec, National Semiconductor, Office Depot, PricewaterhouseCoopers, PGA Tour, Rockwell International, Infineon Technologies, Southern Company, and Black & Veatch, as well as a number of emerging high-tech companies. The ACT process architecture has been designed to quickly focus, align, and engage the full organization and then rigorously follow through for execution. It was also designed to be run by business leaders with light consulting and implementation support the first time through. ACT allows managers at all levels to effectively lead Organizational Transformation and Strategy Execution on their own, and it becomes part of a more rigorous management process by the end of the first year of implementation. The proven ACT methodology succeeds because in each case, it adapts to the organization's specific Transformation challenges, supports leaders at all levels in the organization, creates well operationalized Transformation initiatives, aligns all subunits and engages all employees, overcomes the major "inhibitors" to Transformation launches, and quickly brings about breakthrough results. The origins of ACT may be traced back to an innovative executive program chaired by Robert H. Miles at the Harvard Business School. The program invited CEO, business presidents, and their teams to the Harvard campus for 2 weeks, during which time they worked together to help each leader develop a plan for dealing with the major challenge confronting their organization. Executives and their teams returned to campus 9 months later to explore what they learned from trying to overcome their Corporate Transformation challenges. Follow up with these corporate teams and research conducted on their patterns of successes and failures formed the foundations of the ACT methodology. To learn how to implement ACT in your organization, go here: https://flevy.com/program/act