Đang chuẩn bị liên kết để tải về tài liệu:
Best Practives in Leadership Development & Organization Change 28

Best Practives in Leadership Development & Organization Change 28. Mục đích của cuốn cẩm nang này là cung cấp cho bạn tất cả các yếu tố cần thiết và thiết thực làm thế nào để phát triển khả năng tổ chức, thực hiện một thay đổi tốt nhất và sáng kiến lãnh đạo trong tổ chức của bạn một cách hiệu quả và tốt nhất. | 240 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE Exhibit 10.2 Potential Opinion Leaders Roles in Culture Change 257 Exhibit 10.3 Survey Results 258 Exhibit 10.4 Significant Correlations Between Specific Critical Behavior Items and Three Performance Metrics 259 BIBLIOGRAPHY ABOUT THE CONTRIBUTORS 260 260 OVERVIEW What s beyond white water That was the term used to characterize the competitive challenges faced by companies a decade ago. Today the rapids are shallower the holes deeper the boulders bigger and the current faster. Not only is winning in this environment harder but losing puts a company at greater risk of making a spectacular crash. This was never more clear than in the defense industry where the end of the cold war challenged defense contractors to win in fewer contract opportunities for fewer dollars . . . or leave the scene. The industry consolidation of the 1990s made the white water froth. Win or die wasn t a saying it was a reality. For a company like Lockheed Martin Tactical Aircraft Systems LMTAS that meant winning competitive contracts in world markets for F-16 fighter jet sales against some of the best competition worldwide. As if that wasn t enough in 1997 the defense department announced that LMTAS was one of the two finalists in competition for what was expected to be the last manned fighter jet contract the U.S. government would give a 200 billion dollar contract with a thirty-year life . . . and it was going to be a winner-take-all contract. This was the Joint Strike Fighter JSF contract competition and the competition was not only winner-take-all but loser-leave-the-stage. For LMTAS losing this contract would put a horizon on the company s very existence even if it won F-16 sales in world markets F-16 sales were not a growth business as the JSF would eventually become the product of choice on world markets. This case study reports how Dain Hancock president of LMTAS recognized and responded to those challenges by .