em busca de um novo modelo de excelência critérios de excelência em sustentabilidade...
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Em busca de um “Novo Modelo de Excelência”
Critérios de Excelência em Sustentabilidade OrganizacionalPr
ovisó
rio
History
Process
Conclusion
Next Steps
Development of a “New Excellence Model”
History
Process
Conclusion
Next Steps
Development of a “New Excellence Model”
4
Why might excellence models fail to make headway?
1. Big and holistic, take time to implement– Clear progress using the model occurs beyond the life span of many CEOs
2. Constant change, nothing is stable for long– The idea of periods of stability (Lewin Theory) is over
3. ‘Results aren’t necessarily in areas of cost and competitiveness
– Results focus are built around satisfaction with a time lag and indirect impact to competitiveness
4. A systems view: Organisations presumed ‘unitarist’– Organizations are socio-cultural-political system, requiring a more pluralist approach
5. Inward rather than outwardly focused– Focus on stakeholders instead of relationship between then
6. Growing interconnectivity of organisations– Emergence of new organizational forms (Adhocracies)
jswsp1107 5
Management fad?
The lifecycle of quality circles, 1977-1986 (Source: Abrahamson, 1996)
History
GEM Meeting in Brasil (november 2007)
Building a team of “challengers”– How to include more innovation concepts in the model– Preparing a innovation ranking for an important business review
São Roque Meeting– Organization as social, political and
cultural systems• Edgar Schein, Mary Jo, Karl Weick
Ithaypá Meeting– Systemic thougt and living systems
• Maturana, Capra, Peter Senge
International Meeting– Draft specification of a New Criteria,
ready for beta-testing
Sharing findings with Technical Committee
Workshop with Peter Senge
Maturana: SEBE Internacional
History
Process
Conclusion
Next Steps
Development of a “New Excellence Model”
The “New One”The “New One”
Concepts and values
The environment (outside the organization)
Object
Method and metric
The observer– Examiner
– Users (managers, consultants, specialists)
It embraces five connected parts:
Strategy of development
Two autonomous teams for reflection
Approximately 12 members
Diversity: professors, examiners and businessman
The strategy is “developing the observer”
Method
1. Starting point: Image of Organization (Morgan) and Organization as Living System (Maturana)
2. Bibliography selection• Postmodernism and Complex Thinking• Living systems• Culture, power e politics
3. Individual reading & studying (two months)
4. Discussions in the two teams
5. Brazilian consensus
6. International consensus
Bibliography
Edgar Morin J. Mingers Peter Senge Gareth Morgan Edgar Schein Mary Jo Hatch Humberto Maturana e Francisco Varela Fritjof Capra Arie de Geus Karl Weick
History
Process
Conclusion
Next Steps
Development of a “New Excellence Model”
Transitory Framework
Leadership and Purpose External Networking Organizational Intelligence Internal Networking Balance of Value Organizational Culture ????
Derechos Reservados, Instituto para el Fomento a la Calidad Total A.C.Derechos Reservados, Instituto para el Fomento a la Calidad Total A.C.
It is design to serve as a reflection tool to help organizations identify the key challenges they have to face in the environment and once they are identified they:
• Define their strategic direction to respond to those challenges and the organizational alignment required.
• The key capacitates needed to compete and execute the strategy
• The flawless execution of the strategy
• Performance assessment in terms of Competitiveness and Sustainability
National Model for Competitiveness National Model for Competitiveness
History
Process
Conclusion
Next Steps
Development of a “New Excellence Model”
Projeto Desafio – Macro planejamentoRev.: 1 de 24/11/2008
GrupoItahypá
GrupoCabreúva
2008 2010 - 20112009
RevisãoBibliográfica
GrandesConceitos
PrimeirosDrafts
Alinhamento
DefineMeasureAnalyzeImplementingControl
Test Drive
Aplicação prática e análise emOrganizações vencedoras.
Ex.: Petrobras, Suzano, Promon.
Análise com base em fatose dados.
Contribuições imediatas aoCritérios 2010.
Ex.: organismos vivos, redes, etc.)
PNQ 2011
Fase deTransição
Coexistência(?)
D
A
MI
C
Pro
post
a C
laud
io
Comentários e validação
(inclui apresentação
para empresários e outras partes interessadas;
seminário internacional e
outros)
Detalhamento(inclui Manual da
Banca; Orientação à Candidata /
Organizações Usuárias
Redação Critérios 2011 e demais documentos
(inclui Manual da Banca;
Orientação à Candidata /
Organizações Usuárias
Divulgação ecapacitação