1、 中文 2900 字 原文 ： Change Management Executing Strategies for Growth Kelly, Ciarn The recent economic downturn provided a sense of urgency and focus that helped Irish organisations to successfully implement change strategies that would have been unpalatable in other times. This demonstrates that Irish
2、businesses can respond quickly to external pressures when needed and that, above all, they are both responsive and agile. The majority of the changes that private and semi-state organisations have made in the past two years have focused on cost reduction and retention of market position. Many Irish
3、organisations have already implemented or are in the process of implementing cost reduction initiatives such as reductions in discretionary spend, renegotiations with suppliers and salary and compensation reviews. These changes could be classified as transitional changes or wave one changes where th
4、ey are simply attempting to weather the storm. Looking forward, if organisations are to maintain or grow market share, a further wave of change is required that focuses on protecting the bottom line. This change needs to focus on delivering growth which is based on strategic positioning and requires
5、 focus on long term outcomes. It needs to be transformational and could be considered wave two of a change journey. Such transformational changes need to take account of thedramatic macroeconomic changes that are being implemented at a national level. The focus will therefore need to be different fr
6、om the current cost reduction or quickfix emphasis. It is not the strongest of the species that survives, nor the most intelligent. It is the one that is the most adaptable to change.（ Charles Darwin） There are several strategies that should be considered to stay ahead and position a company for fut
7、ure growth. These include: Scenario planning It is clear that we remain in uncertain times economically and the relevance of scenario planning is as important today as it was at the start of our current economic challenges. Over the past two years, organisations thatundertook downturn scenario plann
8、ing to deal with 10%, 20% and 30% declines in revenue were often the organisations that were best positioned for change. These plans not only allowed the business to be ahead of the game in terms of strategy and implementation, but also included trigger points to detect the levels of revenue or volu
9、me reduction whic enabled them to measure the benefits achieved following implementation. With uncertainty remaining, a robust scenario plan to cope with both upturn and downturn scenarios will help prepare businesses for the future. This is not to argue that the private sector has figured out how t
10、o make their merit pay policies effective. The era of high inflation and high salary increase budgets in the late 1970s and most of the 1980s led to a keep them whole philosophy and to cost-of-living-allowances in labor contracts and either explicit or implicit living cost increases in merit increas
11、es policies. This experience has resulted in an entitlement culture that many corporations are working hard to reverse. The importance of performance and the linkage of pay to performance is a consideration that permeates salary management in the private sector. Corporate performance management syst
12、ems are often little more than an appraisal form to be completed at year end but everyone understands and accepts the importance of recognizing individual performance. The prospects for improving merit pay policies is a frequent topic at professional conferences and in human resource periodicals. Al
13、though less than 5 percent of the workers are typically denied a salary increase because of performance, it is always a threat. The pay-for-performance philosophy serves as the foundation for virtually every corporate pay program. Perhaps the most important difference, however, is not a program desi
14、gn consideration. The private sectors bottom-line provides a vitally important shared goal. Moreover, corporations have the advantage of strong top-down leadership which makes it easier to gain agreement on needed program changes. The public sector does not have the same prospects to develop a conse
15、nsus and the differences across departments make it difficult to develop a program that meets everyones needs. The lack of agreement can be a major hurdle to moving forward. Focus on core business,targeted acquisitions In order for businesses to position themselves well for the long term, they need
16、to understand their current market position, focus on what they do best - their core business - and how they position themselves against their competition. Adopting a core business strategy - or a back to basics strategy - is an approach that will allow an organisation to focus on what it does best
17、and is best known for. This strategy should aim to grow core business and dispose of non-core business units that may have been acquired in better times or when funding was more freely available. Conversely, for some organisations, particularly those who have access to the necessary funding, this is
18、 the ideal time to consider acquiring complementary businesses, at discounted rates, as other organisations attempt to dispose of their non-performing or non-core business units. Outsourcing and Offshoring For all organisations, it is important to continue focusing on cost efficiency. It makes sense
19、 for many organisations to consider moving their back office functions such as finance processing, payroll or IT hosting to a shared services centre, specialist provider or a lower-cost economy. The benefits of such initiatives can be two-fold - achieving cost efficiencies while at the same time all
20、owing key resources to be focused solely on servicing customers and growing market position. In another example of good intentions not adequately thought through, The New York Times called on the Securities and Exchange Commission to publish ratios of CEO pay to typical employees, ignoring variation
21、s between industries. What about businesses focused on low-wage emerging markets? What about differences between high-wage software developers and low-wage service companies? Imposed formulas for executive compensation simply wont work at many companies. And weve seen how powerful the temptation can be for executives to manipulate short-term results to increase their compensation.
