1. Why Transformations to Total Quality Do Not Persist
Why Transformations to Total Quality Do Not Persist? Managers are not accountable to their people for the quality of their leadership/management
Michael Beer
Harvard Business School
&
Center for Organizational Fitness

2. The Fallacy of Programmatic Change A seed can only grow in fertile soil
Organizations are socio-technical systems
Most change efforts focus on the technical and ignore the social system – attitudes, skills and behavior of management at all levels
One size does not fit all
Business challenges differ across units as does readiness
Training a large number of managers provides knowledge but does not change the quality of management within sub-units
Top down programs go around sub-unit management teams
Create dependency on consultants and corporate staff
Prevent thinking, ownership, passion and leadership to to be developed at the unit level
By not demanding leadership of unit managers we are prevented from assessing sub-unit quality of management

3. Programs Often Arise From A Tacit Collusion Among Senior Executives, Staff Groups, and Consultants
Short term Benefits
Long Term Costs
For executives: The appearance of quick, painless, measurable results
Lost time, energy & dollars
Increased cynicism
Change inoculation
For Internal Staff: Increased
responsibility & visibility
For Consultants: A steady income stream

4. The Silent Killers Undiscussible Barriers to Strategy Implementation
Unclear strategy and conflicting priorities
Leadership style - tops down or laissez faire
An Ineffective top team
Poor coordination
Closed vertical communication/low trust
Inadequate leadership/management skills and development in organization

5. Quality of Direction Quality of Implementation
The Dynamics of Ineffective (Low Quality) Management
Quality of Direction
Ineffective Top Team
Top Down or Laissez-faire Senior Management Style
Unclear Strategy, Values & Priorities
Poor Vertical Communication
Learning
Quality of
Quality of Implementation
Poor Coordination
Across Functions & Businesses
Inadequate
Down the Line
Leadership Skills &
Development

6. Heads of Business Units
Transformation Depends on a a Top Management that Demands and Supports Change in the Quality of Management in each Sub-Unit
CEO
Staff
Heads of Business Units
Top Management
Orchestrates Diffusion
Applies change to itself
Unit top teams
Must lead change
In their unit
Adapted from the Beer et al.
“The Critical Path to Corporate Renewal”

7. Top Management’s Role Articulate need for change and renewal
What are competitive realities?
Develop corporate strategy, values and policies that support the new culture
Create a phased plan for change
Encourage/demand that unit managers lead a change process
Create a risk free environment
Focus on a small set of leading edge sub-units whose leaders develop a new way to work and a new culture/DNA that “fits” their strategy
Spread through conferences, visits and transfer of leaders with the “right” DNA
An ever larger circle of managers who can lead other organizations to greater effectiveness is developed
Lead Change in Corporate Unit
Corporate renewal is a long march over time - not a quick fix
Do corporate and unit leaders “fit” the values and skills required for high quality management/leadership
Replace those that don’t meet the test
Allow for units managers to redefine the meaning of quality and how to implement it

8. Quality of Management In Each Unit is the Key
A quality culture occurs when leaders have the will and skill to engage their organization in an inquiry process about how well their organization and leadership fits their espoused strategy and values.
An Honest Conversation is Needed!