CHAMPIONING TRANSFORMATION WITHIN YOUR ENTERPRISE

Frank M Hull and Chris Storey

Chapter 14 in Total Value Development:How to Drive Service Innovation, 2016, pp 271-298 from World Scientific Publishing Co. Pte. Ltd.

Abstract: This chapter provides leaders with actionable practices for transforming their value creation systems from mechanistic bureaucracies to concurrent systems. The need for a concurrent system based on the composite model is driven by demanding customers who seek multiple performance advantages simultaneously. Increased variety in customer demand is typically associated with changes in competitive environments. Transformational leaders help reconnoiter changes in the strategic environment and rally enterprise stakeholders to envision a more effective development system for creating and delivering value. They facilitate the co-creation of a common vision of an improved system state capable of delivering greater value to customers as well as increased profits. Enacting the role of transformation leader is challenging because it's typically an extra job so influence is exercised instead of command and control. A transformational assurance process (TAP), a proven method for leading change, is outlined in this chapter. A transformation workbook provides supplemental exercises for championing and guiding change.

Keywords: Innovation; Product Development; Business Model Innovation (search for similar items in EconPapers)
Date: 2016
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