By Rafael Ramirez, Pierre-Eric Tixier, Charles C. Heckscher, Visit Amazon's Michael Maccoby Page, search results, Learn about Author Central, Michael Maccoby,
This booklet makes a speciality of the transition confronted via company corporations and their stakeholders as they circulation from secure markets to open pageant, and it explores how those alterations might be facilitated through outdoor interveners/agents. The 4 authors-two from Europe and from the United States-have labored individually as specialists with leaders of many businesses and unions dealing with those demanding situations together with AT&T, Lucent, Electricite de France, and the Italian nation Railways (Ferrovie dello Stato).
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Additional info for Agents of Change: Crossing the Post-Industrial Divide
Chapter 4: Ferrovie Dello Stato (The Italian State Railways): A Vision without Agreement Introduction The intervention at Ferrovie dello Stato—henceforth "FS"—focused on the creation of a new strategic vision. The customer was top management, and in particular, the CEO. The actual intervention took place with the strategy team of FS, which co-produced the intervention's findings together with the consultants for both the CEO and the COO. 34 Chapter 4: Ferrovie Dello Stato (The Italian State Railways): A Vision without Agreement Chapter 4: Ferrovie Dello Stato (The Italian State Railways): A Vision without Agreement 35 The intervention began with a deliberately "detached" visioning process, in which the consultants tried to stay out of the political dynamics of the organization in order to build a fact-based model of choices for the future.
They proposed to help FS' strategic planning unit in its role of guardian of the synthetic values required to interconnect experiments institutionally, making sure that substance issues in the business are put on the agenda and addressed, helping communication between the center and the units, adding quality to the resolution of the strategic issues, and continuously co-invent events and processes to add quality to the strategic thinking capacity of the organization. In April 1994, the strategic planning director asked SMG to take on the development of the "visionary/interactive" part of a planning process, while the more analytic parts would be done by them directly.
In this context, the current, "every-day" FS became in effect a resource to be used to develop the possible, potential FS. 40 Chapter 4: Ferrovie Dello Stato (The Italian State Railways): A Vision without Agreement Chapter 4: Ferrovie Dello Stato (The Italian State Railways): A Vision without Agreement 41 Normann first conducted some interviews with management leaders. Necci told him that in his view what blocked business development for FS at that time was the lack of a common vision and management capacity among the top people.
Agents of Change: Crossing the Post-Industrial Divide by Rafael Ramirez, Pierre-Eric Tixier, Charles C. Heckscher, Visit Amazon's Michael Maccoby Page, search results, Learn about Author Central, Michael Maccoby,
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