Integration of Change Management Work
VERTICAL AND HORIZONTAL INTEGRATION
Vigor sees two dimensions to the integration of change work.
- vertical integration – deep interaction between Top Management and co-workers
- horizontal integration – deep interaction in the value chain across departmental borders
VERTICAL INTEGRATION IS CHARACTERISED BY:
- The values of the organisation being deeply understood and practiced.
- The Business Plan being deeply thoroughly formulated by the top management team and anchored in the entire organisation.
- The Top Management focusing on a few very well defined strategic challenges.
- Forums existing for an open dialogue between the Management and the co-workers involving vision, values, strategies and goals.
- All leaders interpreting and contributing to the strategic challenges by formulating “local goals and measurements”.
- A clear working structure being established that enables the involvement and contribution of all employees to make involve all employees contributions.
- A communication strategy that continuously informs everybody about how the company is devloping and performing.
- All development initatives being coordinated in one integrated effort. These efforts can include “methods/tools” for change work including, for example – strategy formulation and deployment, quality management, process orientation, ISO, balanced score cards, Six Sigma, benchmarking, leader & team development, attitude surveys, communication etc.
HORIZONTAL INTEGRATION IS CHARACTERISED BY:
- The Top Management and entire organisation understanding the philosophy behind Process Management.
- The operation continuously having a dialogue with the customer to understand the their needs.
- The Top Management defining the value creating core processes of the operation.
- Continuous work to assess, steer and develop the processes of the operation.
- The operation having a well developed partnership with its suppliers.
- The improvement of work processes becoming a way of life.