Developing World Class Enterprise Agility: How to Manage Radical Transformation
Most of the strength of the U.S. economy has been built on capital, technology, natural resources, and information, while markets were relatively captive. It‘s no longer this way. Foreign competition has challenging companies more so than ever before. New ways to compete are being be devised. In response to competitive pressures, many companies are working on improvements with process, quality, automation, and information systems. Each of these improvements is on the path to becoming a high performance company. One other element can make a substantial difference: the strategic development of the corporate infrastructure around agility.
Substantial market share has been lost over the years to foreign competitors. No industry is immune. New markets and partnerships on a global scale are forming. The pressure is on to be nothing but the best. The key to the future lies in reengineering the entire business－－ both physically and logically- -for agility.

Taking dramatic steps to become agile is necessary to be a manufacturing contender in this highly competitive global market. Organizations must focus on moving information and products quickly through the entire service chain: distribution, assembly, manufacture, and supply. All physical and logical events within the supply chain must be enacted swiftly, accurately, and effectively. The faster parts, information, and decisions flow through an organization, the faster it can respond to customer needs.
The next ten years will emphasize radical development of the corporate infrastructure, inducing major changes to the organization. The focus will be on quickly introducing new high quality products and delivering them with unprecedented lead times.

The end result is a new effective organization capable of making swift decisions, and manufacturing products with high velocity. Large scale changes in the way we operate in the office and in the factory are required to achieve this degree of performance.
Those successfully emerging from this radical transformation will be the winners and leaders: quick, and resourceful enterprises. These enterprises will be world-class competitors, organized to respond to a dynamic market with precision and unprecedented speed in delivery and new product introduction. They will be capable of achieving world class quality, with substantially less nonvalue- added cost. Each company will be developed uniquely to suit its particular needs, but one characteristic will fit them all－－they will all be agile.
Becoming agile means competing and leading in the next century. Companies require an overhaul of their infrastructures to be able to introduce and build new products quickly and accurately, but also need an acculturation process fueled by heavy involvement. It takes time to enact changes of major proportions....and it takes careful planning.
Becoming an agile world class company requires overcoming organizational inertia. Often overlooked are outdated cultures, ineffective management skills, bureaucratic red tape, and a reward system that doesn‘t fit. How do you get your arms around this?
To implement large scale change, there must be a balance in six key areas:
· Strategy
· Process
· Structure
· Staffing/skills
· Culture, and
· Organizational systems
Most companies work intensely with one or two of these, and miss the others.
The integrated change model provides a way to do it. It utilizes social and technical application tools. It emphasizes a continuous improvement approach, with high involvement of people. This exclusive management transformation program guides and facilitates you. It provides you with a ｍａｓｔｅｒ　plan that takes you through the steps in systematically enacting radical change