TEXAS CENTER
|
Recent Texas Center Clients Recent major change and innovation projects in which the Texas Center has been involved include the "green-field" design and start-up of a multi-national coal mine in South America, a re-design of a drug manufacturer in Australia, and a redesign of a unionized chemical facility in Texas. The coal mine project, the largest of its kind in the world, involved that analysis of socio-psychological indicators, management and technical facets of the technology, work and management systems, and community aspects. Some of our other recent clients include: A) Company Organization Level: White-Collar and Blue-Collar
B) S.B.U. Level: White-collar
C) Plant Level: White and Blue-collar
Texas Center's and Macy's Petrochemical and Process Plant Design Experience 1980 – 85: Texas Center's and Macy's Other Manufacturing Design Experience
Exxon/Colombian Government Sony & Qualcom Joint Venture Herron, Ltd.
Description of Recent Projects 1. Future of Retailing in 2015 Commissioned by a Texas Center Client to look into the future of retailing 10 years into the future. This also has applicability to other industries and other parts of the world. Presented as a Word document handout and as a PowerPoint presentation The most recent Texas Center projects involved the redesign of two consumer products divisions and a redesign of an industrial plastics facility. For all three of these sites, a flat, lean structure which incorporates self-directed work teams was designed. In addition, each of these high performance work sites will adopt a pay system which will utilize pay-for-versatility/contribution to enhance the level of training and skill development of organizational members. This new structure and increased training will allow for greater flexibility to adapt to the changing market and customer demands. All of these projects involved extensive job and socio-technical analysis, as well as the development of a design team, steering committee, and implementation teams. One of the projects involved a union-management contractual situation. The sources of the technology which the Texas Center transfers to its clients are: other organizations from public and private sector; other global centers and representatives; private consultants; and the Center's own staff and research associates. Data resources include: over 120 videotapes on large systems change; over 140 actual design proposals; the Center's reference room which contains 1,800 case studies on productivity/quality improvement from the United States and the world; a Work Innovation Articles (WIA’s) List (over 170,000 pages of innovation readings); books; actual "meta-cases" (120+) of design and redesign; and, 15,000 references concerning alternative forms of work, innovation, and high performance organizations. The Center uses training programs in the areas of: self-directed work teams; high performance systems; pay systems; work innovation; CAD/CAM and factories of the future; socio-technical systems; determining "future state"/vision direction; employee/management involvement; labor/management cooperation; organizational effectiveness measurement; white-collar productivity improvement and measurement; new plant start-ups and redesign; and lessons and learnings from the work improvement programs. One Example of Texas Center Projects Exemplar Enterprise Teams - Key Customer Account Units: A Competitive Advantage As one of the fifteen different types or kinds of work teams in North America, Enterprise Teams (Customer Account Teams) have proven to be a competitive advantage, and they are associated with financial improvement. Some companies such as Xerox, Lucent Technology and Procter & Gamble and others have implemented white-collar professional Enterprise Teams (i.e., Customer, Product, Channel, and/or Process configuration) to be the "mirror" or the one contact point from a supplier to an external customer.
Exemplar Study of Sales Customer Business Development along with Dr. Barry Macy and Dr. James Wilcox - a performance correlation, structural analysis which identifies key factors impacting P&G Enterprise Teams Performance
Consumer Products Enterprise Team: A financial performance correlation which identifies key factors impacting Market Focused Enterprise Team’s performance TTU Exemplar Study … … ...
Exemplar Analysis Research Design
Who did P&G/TTU Assess … … ... 231 Interviews / 43 Business Units
The Key Pillars of a Horizontal Organization
Executive Summary of Consumer Products Enterprise Team Exemplar Analysis This provides an executive summary of the just completed Sales Enterprise Team Exemplar Analysis Background # 1: Data on volume, share and demographics of 160 "Enterprise Teams" was collected from a five year period. Teams were split into high, medium and low performing teams based on business results (volume and share). 408 questions were asked of several different groups: 1.) Group interview of multi-functional sub-team; 2.) Individual team member interviews; 3.) Enterprise Team Leaders; 4.) Director/VP; 5.) New Business Development and Human Resources; 6.) The Customer Performance correlations were determined in three main areas: 1.) Business outcomes; 2.) People outcomes; 3.) Customer satisfaction. Enterprise Units: The "Mirror" Design Concept
Executive Summary of Consumer Products Enterprise Team Exemplar Analysis This provides an executive summary of the just completed Sales Enterprise Team Exemplar Analysis Background # 2: The Exemplar Analysis is a performance correlation which identifies key factors impacting Enterprise Team performance. Dr. Barry Macy of Texas Tech University consulted on the project and our internal Ph.D.’s have validated the methodology and statistical correlation’s. The work included internal bench-marking with the company’s North American Sales Enterprise Teams representing 27% of ACV and external benchmarking with other high performing companies such as Xerox and ABB. Through benchmarking, we were able to determine best practices across factors of structure, systems, processes, direction, leadership, work environment, and customers.
Key Themes
Procter & Gamble Background Procter & Gamble is a diversified consumer products company, delivering over 300 brands to nearly five billion consumers in over 140 countries. They have more than 110,000 employees and operations in more than 70 countries. In the fiscal year ending in June of 1998, P&G had worldwide sales of $37.2 billion and earnings of $3.78 billion, up 11%. P&G's net sales, dividends, and basic earnings have each consistently increased over the last 5 years. Their shareholder return has exceeded the S&P 500s by about 50% over the last 10 years. About half of their sales are in North America, with the other half from outside North America. Their new plan for growth is called Organization 2005. One of their strategies is organizational redesign. Their new organizational design encompasses global business units (GBUs), market development organizations (MDOs), global business services (GBSs), and corporate functions, as well as changing culture. They are changing from four geographically based business units to seven global units based on product lines, which should drive greater innovation and speed by centering strategy and profit responsibility globally on brands. Their eight MDOs will maximize their business potential by developing innovative local market strategies, new strategic alliances and distribution channels, superior retail customer relationships and external relations programs. This is done to be global and local at the same time. Their global business services will be a single global organization that will provide essential business services, such as accounting, employee benefits and payroll, order management, and information and technology services to the rest of the company. Many of their corporate functions will be realigned or distributed to GBUs, MDOs, or GBSs, while the rest will develop cutting-edge functional knowledge in an expertise center where it can serve as a resource to employees around the world. Many functions will be decentralized, while others, such as functional reporting and shareholder communication will remain centralized at corporate. P&G will change their reward systems, training programs, and other aspects of the corporate culture. They would like to create an environment that produces bolder, more stretching goals and plans, bigger innovation, and greater speed. They feel that they can accelerate their growth and simplify operations for faster decision-making, innovation, and execution. They will benefit from new ideas sooner. They have expanded their snack food capacity, which gave them double-digit growth in 1997. They divested themselves of non-strategic brands, the most significant of which was Duncan-Hines. Their snack foods division posted the highest growth of their food products with the introduction of Fat-Free Pringles. P&G developed and owns Olean, the brand name Olestra, the fat substitute found in their Fat-Free Pringles. Their contract to sell this to Frito-Lay for their fat-free chips runs out next year (taken from P&G Web Page - http://www.pg.com, 1999). For more information on Enterprise Team ( either: 1) Customer; 2) Product; 3) Channel; and 4) Process ), please contact the Texas Center for information about the 22 worldwide organizations utilizing "Enterprise Teams" as a Competitive Advantage.
3. Another Consumer Products Company: Products Supply Re-Design in a large multiple business worksite The 2007 book chapter (linked here) in Research and Organizational Development and Change describes a consumer products company's re-design.
The 2007 book chapter (linked
here) in Advances in Entrepreneurship, Firm Emergence
and Growth: Entrepreneurial Strategic Process describes that
competitive advantage is driven by the combination of
relational and entrepreneurial resources.
|
||||||||||
.gif)
