Culture Alignment

George L. Roth and Anthony J. DiBella

Chapter Chapter 8 in Systemic Change Management, 2015, pp 131-149 from Palgrave Macmillan

Abstract: Abstract We ended the last chapter by explaining the distinction and connection between learning and change in organizations. We saw that planned change leads to learning, and that learning leads to planned changes. These two activities are not only different but perhaps diametrically opposed processes. Depending on whether these variations are understood, their outcomes within organizations and across enterprises can lead to cooperation and alignment, or stress and conflict. In this chapter, we describe the development and application of Raytheon’s Six Sigma program, which is abbreviated and trademarked with the acronym R6σ™. The history of R6σ™ and the changes it brought to enterprises illustrate balancing push and pull change and installing innovation sets by sequencing and coordinating complementary change capabilities.

Keywords: Circuit Board; Enterprise Change; Agile Manufacture; Black Belt; Factory Floor (search for similar items in EconPapers)
Date: 2015
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-41202-7_8

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DOI: 10.1057/9781137412027_8

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