亞太如何安裝變動(dòng)機(jī)制

1、W W W . W A T S O N W Y A T T . C O MAsia Pacific Meeting 2002How to Install a Change Mechanism into OrganizationKeizo Tannawa, WW TokyoMarch 14, 2002 in ShanghaiAgendalWhy “change” is so critical?l“Change” MechanismOrganization model driverCorporate governance structureCentralize-Decentralize manag

2、ement Competency management cycleInternal HR Market CreationlImplication of change management for Chinese companies2Why “change” ?lWhat is same, and different in terms of cause of crash?ENRONJapanese companies3lThe differenceManagement styleValue proposition of the organizationMarket pressurelThe sa

3、meTrap of success ( to be too successful to change = arrogance)Not enough level of disclosureHRM system failure45Change mechanismlOrganization model driverlGovernance structurelCentralize-Decentralize managementlCompetency management cyclelInternal HR Market creation6Current Winning OrganizationMana

4、gementPeopleDriver7Strongest Organization ModelExpanded GE Model.Management TeamTeam8Governance as a change deviceGovernance as a change devicelClear responsibility share among “CEO”, “COO” and “CFO”, then make “management cycle” at worklReal issue lies on “CFO” function (Verification process) in ma

5、nagement cycleDisclosure procedure?Nomination of reliable CFO?9Direction Setting（ （CEO)Execution（ （COO)Governance structure model10Redesign core platform11Centralize -Decentralize Management12SSCPlatformMulti-layer Governance13Redesign Organization StructurelAdapt “Winning organization model” lStarting point is set hypothesis of “Integration - Decentralization” statusSource of competitiveness should be translated into “Core platform”lDesign “Corporate platform”lDesign “Governance structure”14Competency Function15Hypothesis（ （Assignment)Delega