1. Executive Summary
3 Problem Identification
3.1 No balance score card in place.
3.2 Transformation in its organizational structure to shape their programmes with specific focus on the portfolio of strategic transformation portfolio
4 3.3 Lack of leadership to lead change from the executives of Arcon Industries.
4 3.3.1 Failure to gauge the organisations experience curve and current HR.
5 3.3.3 Failing to create sufficient powerful guiding coalition.
5 3.3.4 Underestimating the power of vision.
3.3.5 Under communicating the vision.
3.3.6 Permitting obstacles to block the new vision.
3.3.7 Failure to seize up change entry point and organisation maturity.
6 3.3.8 Failure to create short term wins.
3.3.9 Neglecting to anchor changes firmly in the corporate culture.
7 4. Recommendations
4.1 The need for a balance score card based programme management system.
7 4.2 Transformation in its organizational structure to shape their programmes with specific focus on the portfolio of strategic transformation portfolio
10 Strategic Transformation-
Innovative continuous improvement-
The virtual network of partners
The supply chain
Strategic transformation programme management process.
4.3 Lack of leadership to lead change from the executives of Arcon Industries.
15 4.3.1 Create urgency
4.3.2 Form a powerful coalition
4.3.3 Create a Vision for Change
4.3.4 Communicate the Vision
4.3.5 Remove Obstacles
4.3.6 Create Short-term Wins
4.3.7 Build on the Change
4.3.8 Anchor the Changes in Corporate Culture
1. Executive Summary
In today’s era organisations need not only focus on continuously improving their processes and business strategies, external factors such as keeping abreast with technological trends, government regulation and competition leave organisations to seriously rethink their strategies in the manner in which they operate and the provide products or services to clients.. More likely major corporates are merging in aligning their strategic objectives with growth, development and offering better products and services. Unfortunately like in the case of Arcon Industries, acquiring new companies entails more than achieving financial growth and development. It is almost an entire complete overhaul of the organisations operational functions, structures and behaviours of how its employees take to the acquisition of small companies. In order to achieve a co-ordinated and integrated function across the various departments programme management is a perquisite coupled with a balance score card. Executive management only focused on the financial aspect of the balance score card and neglected the three remaining aspects. Further the lack of executive leadership support to drive the organisational changed added frustration to the employees of Arcon Industries. Due to the rapid change the structure of the organisation required a Chief Portfolio Officer to manage the various portfolios cross functionally, to ensure that the deliverables are aligned to the strategic vision of the organisation. 2. Introduction
Arcon industries from 1993 to 1996 had been offering a single product, dealing with commercial contracts rather than government. In 1996, the executive leadership strategy is to buy smaller companies with the mission of growing and developing the organisation. This strategic decision further linked in with obtaining government contracts as the organisation would diversify into other areas. It is the rare organisation that can recognize the need to integrate its resources, policies, people, assets and procedures with changing business strategies. Rarer still is the organisation that acts on this need. Yet, in today's competitive global market, an integrated strategy is increasingly necessary. Given the speed with which change occurs in the global business environment, standard planning...
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