TABLE OF CONTENTS "Let's not fool ourselves that it is possible to change a company's culture through a computer."
After more than twenty-five years of experience, and after smacking my head hard into all kinds of brick walls, I have learned how to bring a top management team to consensus on a meaningful strategic plan without using a big stick. In fact, thanks in large part to the research and investment by Dr. Goldratt and his team, these ideas have been proven. Starting this process off the right way ensures that it accelerates rapidly and sustains its momentum.
The first and most significant layer of resistance to change lies with the senior management team. You must obtain very strong consensus at this level as a prerequisite to execution. To gain this consensus, you must have a Viable Vision that is rock solid.
Therefore, the first step is to assess the underlying constraint and root problem(s) of the company. Preferably begin with the CEO to ensure an understanding of the goals of the organization and his/her perception of the major problems blocking achievement of those goals. During the meetings with all other members of the executive team, it is also important to document their perceptions of the problems/conflicts blocking them from achieving the goals of the organization.
In each functional area, explore the existence of the generic supply chain problems and their impact on the organization's performance. For example, here are some...
