This
is not more buzz words from a consultant.
I have read Tom's book twice. The second time
very carefully because I wanted to be sure that I was not being
seduced by the obvious. I was not. This is an addition to the
literature on leading change. Many of the terms are familiar but
Tom has brought them together in a way that creates a new
picture of the forces that change -- and don't change --
business.
I have become somewhat sceptical of all of the
warnings of the dramatic shifts in paradigms that business must
face to survive but Tom has succeeded in explaining the shift
from mass production thinking to something new in a way that can
be understood. I get a clear picture of what it means when there
is a new context requiring new thinking. Not every business will
face the same changes in context but every business needs to
understand if and when its context changes.
I am distributing this book to the sixty CEOs in
my CEO peer groups for them to read and discuss. I am also going
to schedule an opportunity for them to participate in a
simulation to experience first hand the limits that mass
production thinking imposes on our search for solutions.
Loren
G. Carlson
A
Great Look at Mass Production Stalls and Overcoming Them
This book is a wonderful look at the experiences
of hundreds of people looking for more meaning and fulfillment
in their work. All of those organizations that made the most
progress were the ones that added the most meaning the the lives
of those in the company and their customers. Although the book
does not discuss Habitat for Humanity, that model came to mind.
Value-based leadership is essential to value-based enterprises.
You will find out a lot about both in this book.
Thomas Wentz has done an important service in
identifying the thinking habits of mass production as an
overwhelming source of organizational and individual stalled
thinking. If he had stopped at that, he would have had a very
important book that would benefit most people. However, he went
beyond that and explored great stallbusting methods for
overcoming the mass production stalls. I particularly endorse
his ideas for the use of scenarios to give people experience in
making the required changes. This book is an important
complement to The 2,000 Percent Solution. I have not seen the
argument against mass production put together in quite this way
before: That it is doomed because of its negative impact on the
people in the business that provides the mass-produced product
or service.
When the economic history of this period is
written, people in the future will be amazed as how slow
businesses were to take advantage of the irresistible forces of
new technology and customer desires to provide much more
satisfying, individualized solutions. Almost everyone is aware
of examples of this new approach (on Amazon.com, at
Dell Computer's on-line site, and at Burger King), yet most
companies are ignoring the inevitable revolution in front of
them. This book makes the case eloquently for this shift.
I was very impressed with the depth and
acuteness of perception in this book's treatment of the sources
of bad thinking habits and how to overcome them. A high
percentage of the disenabling beliefs that cause people to
improve the efficiency of yesterday rather than create the
better solutions of today were described and well dissected
here.
I hope that everyone who would like to work in a
more interesting company or receive more individualized services
and products will read this book immediately!
Overcome your bureaucratic, tradition,
misconception, disbelief, procrastination, and independence
stalls with this outstanding book.
Donald
Wayne Mitchell
Coauthor of The Irresistible Growth Enterprise
(available now in electronic form and in hard cover in September
2000) and The 2,000 Percent Solution
Thank's
Tom. We have waited so long!
Tom Wentz has given us a better way. His message is powerful and
inspirational. His insights on vision, engaged leadership, and commitment
to mass customization, enable us to at last make the
customer the force that drives our business.
Tom's transformation begins within us. It is
very exciting and long overdue.
Jerry
R Helms
EXPLORING
ORGANIZATION CHANGE AT A DEEPER-THAN-USUAL LEVEL.
When
it comes to organizational change, we are always looking for a
book that says something new and substantive; this volume does
just that! The author explores change at a deeper-than-usual
level. He examines the shift in thinking and in the nature of
organization covering such topics as: the nature of change,
underlying assumptions, vision, leadership, technology, and
forces creating action.
Two
major and engrossing chapters address the issues of (1) setting
strategy versus creating alignment and (2) the role of
self-awareness in organizational change (transformation starts
from the inside—thinking and emotion). The main theme of this
well written book is to reveal how limiting the context of mass
production thinking is and how to overcome it through personal
mastery and personal freedom; transformational leaders must
achieve this INNER change and the shift in their view of the
world which focuses on seizing new potentialities. This work
provides the reader with many excellent insights. Highly
recommended.
Gerry
Stern (stern@hrconsultant.com)
Culver City, CA
October 26, 1999
Author of Stern's Sourcefinder-The Master Directory to HR and
Business Management Information & Resources, and Stern's
Management Review.
Powerful
stuff
Tom
Wentz is an intelligent person who has helped our company on a
journey of transformational change. A couple of years ago, we
were like many companies, working very hard to achieve
incremental improvements each year. We were focused solely on
our objective, a financial return, without a singular direction
or vision to guide us. We were out of alignment. Tom came in and
facilitated the process of articulating a vision and a purpose
for our company. We have seen incredible things happening ever
since. We are focused on creating, not problem solving. We
understand the singular vision for the company, and we are all
working toward creating it. We understand why the company
exists, its purpose, and we are engaging our people to live it.
Senior management is aligned. Tom's book is not one you can skim
and put back on the shelf. It must be digested at a pace which
allows you to think, communicate and live the concepts. Should
you do this, it will change the way you think and work forever.
Bonnie
Brannigan (bonnie@max-ermas.com)
OH
September 9, 1999
The
book gets 5 stars. THE RESULTS GET 10 STARS.
The
other reviews of this book are absolutely on target. While the
book is a "5", the process and results are a
"10".
This
review will provide some evidence of the possibilities for your
business and you personally that result from using the
transformation process described in the book.
Sales
doubled in a no-growth market. ROI is more than 5 times the
industry median. Business is now global. Employee turnover is
less than 5%. Competition can't keep up. Employees actually
enjoy their role, and their commitment to clients is second to
none.
Would
you like to have results like these? Would you like to
personally gain control, respect, recognition and/or approval?
Want to really enjoy being a Leader? Want more time for family
and outside interests? You, yourself can personally transform
just as much as the business. Read this book, drink a glass of
courage, and engage Tom Wentz to help. The process works beyond
your wildest dreams.
pbenson@columbus.rr.com
Columbus, OH
September 3, 1999
A
meaningful work for leaders to create a new business model
This
book finally provides the process to address how leaders can
transform their company. Many other books defined the need to
rethink the "business of the business" but none
actually outlined a process. I have not only read the book but
also participated in several of Tom's Simulation exercises. With
this experiential background, I can honestly express to readers
that you will actually understand what Tom is trying to convey
only after having experienced the Simulation in conjunction with
reading the book. We all have seen managers who were trying to
"fix" an organization into a level of performance
desired by customers, stockholders, and employees. Given the
changes in consumers' demands for customized solutions,
organizations that were built within the context of Mass
Production cannot be "fixed" into a new existence.
Organizations must be transformed and created to compete within
the new reality of Mass Customization and the required thinking
of a "market of one."
The
Simulation allows team members to "feel" the
transformational change process and thereby it becomes more
meaningful and alive than simply understanding the intellectual
issues documented within Transformational Change. In particular,
it becomes critical that a collection of individuals become
aligned on the outcome the organization is trying to
"create"; i. e., the Vision. More importantly, the
individual boss can no longer "tell" the organization
what the Vision should be. In today's world, team members must
collectively create the Vision and enroll in that creation
process. Subsequent to alignment on Vision, then the Structural
Framework becomes the documented process for leading the
organization through transformation.
If
you read this book and participate within a Simulation, you will
not believe how you will be equipped to transform your
organization and be prepared to deal with the realtiy of Mass
Customization. This is a very important book that all leaders
should read, and read again.
David
W. Voris (jwvoris@aol.com)
Scottsdale, AZ
July 21, 1999
Challenging
read...right on target...new business model
Tom
could be the new Drucker of the millenium. This information is
right on target, will be difficult for mass production thinkers
to accept, but, mass production thinking is everywhere. There
are so many crisis managers out there trying to "fix"
their people and organization and it won't work. I have
implemented his new context with a corporate client who has
people "enrolled" in the process of creating their new
vision. It is so exciting to see and refreshing. The president
of this organization is having more fun and accomplishing more
than he has in 26 yrs. This is a book that you will need to
read, reread, absorb and simulate. Mass production thinkers will
not like what Tom has to say, but remember "it is not about
the people, it's about the structure" This is not the way
people think in mass production corporations. Way to go Tom!!!
Terry
Ainsworth (terry@tsatheleadersedge.com)
Concord, NC
July 20, 1999
"Many
of us know that we must lead transformational change. Not many
have access to a structural framework that defines and
facilitates the process. For the first time Transformational
Change outlines a process that leaders can adopt for their
organizations. In addition, Tom Wentz has developed a simulation
workshop that helped our team "feel" the change from
being a collection of individuals into being an integrated team
committed to creating a shared vision. The simulation workshop
allows team members to experience and understand "mass
customization" in practice instead of theory. The book must
be read by everyone truly interested in leading their
organization through transformational change."
David
Voris
Wells Fargo
"The
best book a leader could have---if you have the guts to take
bold new steps to create competitive advantage, this is for
you---the process is fun and your people will be blown away by
the positive personal impact it can produce"
Peter
Benson, President
Solidstate Controls Inc.
"Tom
Wentz has concisely captured the six steps to teach people to
"Create Alignment on Purpose" in the 15th chapter of
his TRANSFORMATIONAL CHANGE. Tom is a wizard at understanding
what makes people tick...he is an elite member of the World
Class that really knows...a small select enlightened few!"
Dennis Bridges
Copeland Corporation
Find
today's market exciting...and confusing? Formerly reliable
strategies for success seem less and less effective? Annoyed and
frustrated when new companies seem to rise up "out of
nowhere" and take over significant market segments in no
time at all? Me too...what's going on here?
Tom
Wentz answers those questions in Transformational Change. This
thorough and disciplined work provides a lucid explication and
analysis of current and evolving marketplace dynamics and why
the old ways don't seem to work anymore and what you can do
about it.
This
is not your typical compilation of "mountain-climbing"
strategies but a well-honed tool to help you decide if you've
been climbing the wrong mountain...or if you should be climbing
mountains at all. It ain't easy. Success is burgeoning
everywhere but is simultaneously being redefined and if you
expect your share you need to look afresh at "the business
of your business". It's about relevance, man! Are you?
Transformational
Change is a compelling call...not necessarily to action but to
awareness. This a "big-boy" book and not for everyone.
Hike up your shorts and read it now...or you can read it later,
when you have plenty of time because your business has collapsed
under the weight of your vast experience.
GEORGE
BLACK
BROWN/NORTHAMERICAN
A
must read for leaders in all fields!
In
this book Tom clearly communicates not only the new CONTEXT we
operate in, but also how to succeed in it. Leaders in all arenas
will benefit from this book. The practical tools outlined in
each chapter will equip you and your team to lead
Transformational Change. This is the one book I’ve read which
expertly teaches theory and implementation. A book to be read,
reviewed, and consulted often!
Matt
Rose
Princeton, NJ
February 2, 2000
Tom's
got it Right!
Tom's
insights are spot on. His lessons are must learns for all
executives looking to thrive, not just survive!
Mike
Corbo
December 1, 1999
This
book makes sense out of dramatic business changes.
Tom
has reframed the way we look at business growth. The failures of
incrementalism and continuous improvement models are clearly
illuminated in this insightful book.
But
Tom Went'z "Transformational Change" does just leave
the reader with a critique of what not to do, he provides the
business leader with a formula for creating a transformational
strategy.
We
have frequently heard that leadership involves the courage to
take risks. Tom provides leaders with a formula for taking well
thought out risks to create the future for themselves and their
business.
William
O. Mehnert (strategiclearning@cyberenet.net)
Malvern, PA
November 10, 1999
Opened
our eyes to effortless effectiveness, not try harder!
Our
plan's for the future are bolder, and more cohesive based on the
concepts Tom puts forth. Attention to detail and great effort
are a part of all enterprises, but Tom helps get these efforts
aligned in a way that reduces the stress of departmental issues
and focuses on results. It has helped us with the issues we face
and the opportunities we seek.
Cincinnati,
OH, USA
October 10, 1999
"Think
different" insight you can use to grow any business.
Didn't
know what to expect, but Tom offers a real, practical context
for keeping any business current in quickly changing times. Easy
read with powerful concepts that one can understand, and put to
practice tomorrow.
If
you are "mass customerization" focused yet work in a
"mass production" environment you'll discover and
understand the source of your misery. The ideas are so
compelling, you won't be able to put the book down (I took it to
the beach).
A
reader from a private media company in Ohio
September 30, 1999
This
book is a great read once, twice and beyond.
Transformational
Change, Thomas Wentz's new book, has truly been an "eye
opening" experience. Having read this book for the first
time, I have found, and Wentz has become, my "Intellectual
Ophthalmologist". Giving me new lenses for these old eyes
allowing me to see what I have been blind to, not only in my own
company, but the clients I serve. For years we talked about the
customer, but Wentz has put them in their rightful perspective.
Within the covers of his book what is most exciting is his
seeing the need for a new context of business and Wentz's
ability to help his clients shift their thinking in terms of a
seamless relationship with their customers; a true
differentiator. I spoke of my new "Intellectual
Ophthalmologist". I believe it's impossible to create that
which one can't "see" or vision. I truly thank Mr.
Wentz for the new perspective he has offered in his book and
remind other readers that like new glasses, they take some
getting used to. I am in my second reading and continue to find
things I never saw before. His concepts are different, some
difficult and that's what makes this book a great read once,
twice and beyond. Mass customization offers endless
possibilities for relationships with customers never dreamed of
before. Stop in, buy the book and treat yourself to a verse or
two of "I can see clearly now".
Tom
Larson (tlarson@perrinfordree.com)
Troy, MI
September 22, 1999
A
new way to think about Leadership and Transformation.
There
is a debate occurring within the educational establishment about
means and ends as it relates to our schools. The debaters should
read this book to learn about the power of vision-the Tom Wentz
way of describing ends.
In
my experience the major fault of most organizations is a lack of
creativity. Even when some creativity is shown there is a lack
of courage to execute new behaviors which are based on new
skills or a new context. We see this in training seminars in
which practical skills and concepts are discussed and apparently
accepted only to be ignored in the "real world". Tom
Wentz helps explain this problem through a better understanding
of context and structure.
Too
many organizations accept their contexts as givens and fail to
understand the necessity for changing context. Wentz uses an
interesting metaphor to illustrate this idea.
I
particularly liked the chapters on Leadership and Competitive
Advantage. In the many books written about leadership most have
failed to outline what a truly transformational leader has to
be. Wentz does this.
I
like the way he addresses competitive advantage. In Detroit,
gaining and keeping competitive advantage is increasingly more
difficult. Suppliers to the automotive industry try to compete
on their technology and innovation but are constantly challenged
on price. They have yet to see how competitive advantage is
gained through the entire buying experience. The companies that
discover wholeness and collective intelligence will win larger
contracts and at their price.
The
layout of this book makes it very easy to read, chapter by
chapter. Each one contains nuggets to "chew on". The
"Key Points" in bold type are helped me understand and
remember the concepts presented.
The
second half of this book provides some "hows".
In
this portion Wentz lays out the path to transformation by
listing sample outcome statements, strategies for creating and
the forces which will lead to success.
A
successful reading of this book requires thinking, concentration
and introspection. You will gain the true benefit of his message
when you open your beliefs (context) to the ideas presented. I
suggest a quick reading that focuses on the chapter titles, the
diagrams and the key points. Then go back and digest each
chapter while analyzing your business or that of a client in the
context of Mass Production or Mass Customization. Then look for
places where these ideas could be applied, in your business, or
in your lives.
I
hope Tom's next effort is the creation of some kind of a
workbook with a detailed case study and a transformational
process for reviewing context. That would be a very useful tool
in guiding a transformation effort. Or does that sound too much
like Mass Production thinking?
Page
Glasgow (pglasgow@perrinfordree.com)
Detroit, MI
September 13, 1999
A
MUST Read for Leaders Wanting to Re-Ignite Their Flame
Change
is the one constant that all leaders face-how effectively we
manage that change will determine our future viability....will
we "Burn Out" or will we thrive??
The
key as Tom Wentz enlightens us in "Transformational
Change" is to determine the "business of the
business" and then create the "underlying
structure" to ensure that "business" is achieved.
Tom provides a long overdue roadmap to leading transformational
change that provides bottom-line results! If you were like me
and were "burned out" in a mass production paradigm,
get your hands on a copy of "Transformational Change"
and create a new and different life for yourself and those you
lead!
Dale
Dvorak
Princeton, NJ
September 12, 1999
Essential
how-to's for changing my business.
Thomas
Wentz's "Transformational Change" is the most
important and insighful business book I have ever read. I have
spent the last tweny years trying to build a sucessful business.
It has been very frustrating. Mr. Wentz's book shows me a number
of things I have been doing wrong. But more importantly he
describes in detail what I can do to change my business into a
profitable, creative organism that will be a joy to go to
everyday. I have been trying for years to get my people to
"care" about what they do and to "get the big
picture" to no avail. Now I believe that I am learning the
tools that will change my business into the Business that it
needs to become.
Usually
you can get one or two new ideas to try out of a good book. But
Wentz's offering has four or five new insights in every chapter.
It will take a lot of courage on my part to implement these
changes, but I am confident that they will work. The reason for
this confidence is Wentz's examples in his book that describe
the situations I have gone through for years. He not only
describes WHY what I have been doing will not work, but he gives
the steps to change the business into what will work. GREAT
BOOK!!
robertcohn@greater.net
Titusville, FL
September 12, 1999
Cuts
thru business complexity like Star Wars' light saber!
A
MUST read! When you and all of your business team associates
fully understand "What the business of your Business"
really is, transformational change seems seamless and simple.
This is the only Business book you'll ever need. It should be
issued to every employee and become your Standard Operations
Manual. After reading it, give your copy to your Founder, CEO,
or President and pray that they become enlightened to call Tom
to personally facilitate the Transformational Change in your
Company. Then watch for the excitement to begin.
I've
been fortunate to have participated in the work sessions and
have witnessed unbelievable changes. Hurry while you still have
time!
Columbus,
OH
September 11, 1999
Required
reading for the Advanced Leader!
Albert
Einstein once said "The significant problems we face cannot
be solved at the same level of thinking we were at when we
created them." Tom hammers this point home and gives you
the road map out of the endless loop of doing more of the same.
Read Chapter 7 and find out if your organization is focused on
the right things!
Kenneth
Parker (KParker@ExelNA.com)
Atlanta, GA
September 9, 1999
A
must read in our world of "nuts & bolts" thinking.
Tom
has captured and clearly explains the value of transforming the
way you should think in order to change all aspects of how you
do business - internally and externally. His concept on the
"Competitive Advantage Equation" (CA) was a major
breakthrough for our organization. (Chapter 10) CA defines, in
simple terms, what we need to communicate to our sales
representatives on how they should view their value for their
customers. We teach this equation several time a year in our
National Accounts University sessions. The competitive advantage
equation is one of several foundation stones for
"transformational" thinking in our organization.
Roger
Walker (roger.walker@trane.com)
Columbus, OH
September 8, 1999
For
CEO's who want to create change quickly!
Tom
Wentz has concisely captured the six steps to teach people to
"Create Alignment on Purpose" in the 15th chapter of
his TRANSFORMATIONAL CHANGE. Tom is a wizard at understanding
what makes people tick...he is an elite member of the World
Class that really knows...a small select enlightened few!
Dennis
Bridges-Copeland Corporation
Orlando, FL
July 28, 1999
This
book should be required reading for all execs. & mgrs.
In
this book that is impossible to put down once you've started it,
Tom Wentz helps us understand that the world has changed and we
in business had better do so as well or we'll be lost. He also
provides us with a template for how to make the change from mass
production to mass customization thinking and action. The
inclusion of real stories and examples from real organizations
adds to the credibility and urgency of his message. It is both a
frightening and exciting time in the business world and Tom's
book helps move you to the excitement.
Linda
Mantell
Vice
President, Wilson Learning Corp.
San
Francisco, CA
July 22, 1999
Henry
Ford won't like this...
Today's
marketplace is exciting...and confusing. Formerly reliable
business strategies for success seem to be less and less
effective. New companies rise up "out of nowhere" and
take over significant market segments in no time at all. What's
going on here? Transformational Change is a thorough and
fascinating analysis of current and evolving marketplace
dynamics. Wentz explains why the old ways don't seem to work
anymore and what you can do about it. This is not a compilation
of strategies but no less than a re-framing of what it means to
be in business. What IS the "business of your
business"? Maybe you've been climbing the wrong mountain.
Or perhaps you shouldn't be climbing mountains at all. This
ain't easy to take but if you find yourself annoyed by more and
more customers with unrealistic expectations, you need this
book. If you've never heard of "mass-customization",
you're already in trouble -- you need this book. This a
"big-boy" book and not for everyone. Hike up your
shorts and read it now...or you can read it later, when you have
plenty of time because your business has collapsed under the
weight of your vast experience.
gmb.lcb@cwix.com
July 19, 1999
Table
of Contents:
- Introduction
Burned
Out - Still Shining
Context/Content
The
Customer
Change
Assumptions
Structure
Leadership
Technology
Vision
Competitive
Advantage
Outcomes,
Strategies, and Measurements
Forces
Psychological
Experience
Collective
Intelligence
Alignment
Self-awareness
The Journey
We invite you to review the introduction of
the book to get a sense of what Transformational Change is about...
Transformational Change is
the conscious and intentional change of a substance, object, organization, or mechanism to
create a different form of matter, process, or relationship. Transformational
change, therefore, brings into being new and different products, services, processes, and
organizations.
While the process of Transformational Change is very
complex, it happens routinely around and within us every day. Examples abound. Trees are
transformed into paper, and your body easily transforms food into energy. People’s
lives are transformed through educational, marital, and religious experiences. Countries
are transformed when new political approaches are adopted. The shift from communism to
democracy is a massive transformational undertaking.
We have entered a time when many old models of
business, government, education, and society are being transformed. The Industrial Age has
been replaced with the Information Age, and the Human Potential Age is emerging.
Hierarchical organizations have been dismantled in favor of flatter, more responsive
networks. The control mechanism of middle management has been swept aside by a new model
called self-directed teams. There are many books about this type of change, and I promise
that Transformational Change will not bore you with the history of this
evolutionary process.
Everyone knows that change is happening. There are many
excellent books that prescribe specific advice concerning the challenges ahead. Yet, many
organizations continue to struggle. One senior leader recently told me his company had
been through 30 different change initiatives and "We still aren’t world
class."
Key Point: |
The old models of business are built
on Mass Production Thinking.
Reorganization and reengineering don’t guarantee
that rethinking will occur.
To be world class is an illusion within the Context
of Mass Production Thinking.
|
Transformational Change will help you understand
why people resist change. The very word change drives fear into the hearts of many
people because the result of the change is not desired or known. Have you been involved in
a change initiative where the intention was to downsize; do more with less; or work
smarter, not harder? The announced intention is about reorganizing the organization and
effectively reducing the number of people in the organization. Confronted with this type
of message, people immediately speculate about their role in the process and the
desirability of the end result. People cannot embrace change when the end result is not
known or the intention appears to eliminate their jobs.
Transformational Change will help you formulate
and communicate a vision of a desired end result even within the most
difficult change situations. The leadership message must be carefully crafted. The
announced intention must always be about the customer and how the Business of the
BUSINESS must change.
The Mass Production Thinker will tend to communicate a
vision in terms of measurements. For example, let’s suppose I told you I was going on
vacation next week. What would be your logical next question? "Where are you
going?" Just suppose I tell you, "I’m going to drive 1,000 miles, at
60 miles per hour, and average 30 miles per gallon." How’s that for an
answer? You would ask me again, "Where are you going?" I would say,
"1000/60/30." This is a strange answer to your question, but I hear this answer
every day. Executives frequently confuse measurements and vision. I attended a national
sales meeting recently where the president showed a screen entitled "Our
Vision—$200 Million, 12% net bottom line and a stock price at 20 times
earning." How many times have you been told, "We’re going to be a $200
million company in five years?" Why not $201 million?
Transformational Change is about establishing
new ways to measure success within the Context of Mass Customization. The cost-plus
mentality of Mass Production does not lead to innovation. It is an illusion to believe
that the Business of the BUSINESS will be transformed using a linear
measurement mentality. The accounting group of a very large financial services
organization quietly admitted to me that they had no clue how to measure Mass
Customization and would never embrace such a change in thinking.
Transformational Change will help you transform
your personal life. Simply stated, personal transformation is about creating what you want
to be and doing what you want to do. A world of abundance will become your
playpen and you will be able to transfer this awareness to those you love.
Transformational Change will also help you
become a proper advocate for change. Many people today want to be effective change agents,
but most people don’t know how. Many Transformational Change advocates are
perceived as crazy or radical thinkers because their ideas challenge the Context of
the existing environment. A Context is how people see the world, interpret
circumstances, and explain behavior. The Context is well-embedded in belief systems
and will cause people and nations to tenaciously defend their existence.
Being an effective change agent is difficult because
the change ideas always make people "wrong" for their beliefs. People confronted
in this manner will typically eliminate the messenger rather than change the Context
of current reality. Let me give you several examples.
It’s 1492 and you are Brian Jones, President of
Aztec Flat World Boats. The stock market is booming and shares in Aztec have experienced a
70% increase over the past year. The unique maneuvering system invented by Aztec makes
your boats much easier to dock in crowded harbors.
You have just met a man named Christopher Columbus who
wants to know why your boats only have a 30-gallon water tank on-board. Your answer is
"That’s all people need for a day." You proceed to tell Christopher about
the new maneuvering system and why Aztec stock would be a great investment.
Can you feel the tension Christopher would feel? To
Brian the question appears to be about the Content features of the boat, but the real
issue is one of Context. Christopher sees the world as round; Brian sees the world
as flat. Christopher’s message challenges the Context of Brian’s
thinking. Is there any wonder they gave Christopher Columbus prisoners to pilot his ships?
It’s 1912 and you are Fred Burke, president of
Wagon Masters, Inc. You have just been awarded a patent on a new shock-absorbing device
that makes your stagecoaches more comfortable. You have heard about the horseless
carriage, but Wagon Master stock has doubled with the announcement of the patent. A young
man by the name of Henry Ford came by recently to see how you build coaches. You told him
they are all custom built by the world’s finest craftspeople. Mr. Ford is an
entrepreneur who is looking for investment capital to build horseless carriages. He has
concluded that "crafting" will not produce carriages fast enough. You told him
nothing will replace the horse and comfortable carriages and Wagon Master stock would be a
good investment.
The question Mr. Ford is asking is about Context.
He wants to shift from crafting to Mass Production. Mr. Burke is arguing for the Content
that is designed into his coaches. A challenge to the existing Context always
brings an argument for embedded Content.
Key Point: |
The investment in Content in
today’s business environment is enormous, and business owners are committed to
realizing a return on that investment.
|
We all know that an entirely new and different vehicle
had to be created for space travel. Astronauts would experience the threatening,
weightless environment of space. In 1960, aeronautical engineering textbooks did not
contain the technology of space vehicles. The investment in new technology was massive,
and creative talent had to be consciously and intentionally applied to transform aviators
into astronauts.
Key
Point: |
The engineering knowledge to operate
in the new business environment is totally new in the past 10 years. Many Mass
Production methods are technologically obsolete.
|
Once again, your question is about Context and
their answer is about Content. The embedded design features assume that you are not
entitled to quality unless you are affluent. In 1972, quality was directly proportional to
price. The higher the price, the higher the quality. The Context of quality was
defined by the affluence of buyers. The Context of seeing buyers within mass market
segments led to the marketing strategy of planned obsolescence. If companies like General
Motors could create a predictable interval of product failure, new and improved models
could be planned and introduced to sustain consumer demand.
Recall how Ralph Nader and the consumerism movement
challenged the Context of quality in the 1970s. Many companies thought that
consumerism was a fad and tried to ignore and eliminate Ralph. Like Christopher Columbus
and Henry Ford, Ralph Nader challenged the Context and companies defended their
Content.
Let’s explore one more example. It’s now 1998
and you just bought a personal computer to connect to the Internet. The salesperson likely
did not tell you about the quality differences between brands. Quality is not defined by
how long it will last or how well it is styled. You don’t have to pay more for
quality. All computers have the same processor. You pay more for speed, connectivity, and
customization to meet your needs. You actually may pay less to get exactly what you need.
It has all changed. The questions now are will it connect and can it be upgraded. A
computer doesn’t wear out with use. It is, however, technologically obsolete before
you buy it.
Key Point: |
The Context has changed and
the Content of products today is different.
Technological obsolescence has replaced planned
obsolescence as a dominant business strategy.
|
In this book, I frequently talk about your journey into
the new business environment. The journey is happening. It isn’t optional. Whether
you like it or not, we are all loaded on the boat, plane, or rocket to a new Context
of doing business. As with Christopher Columbus, the world was round and everyone had to
transform their thinking. Mr. Ford created a new Context of serving massive numbers
of people with affordable products. Foreign competitors proved that quality was not an
affluence issue, and the Internet has proven that the business environment is truly
global. To be local and global is called Mass Customization. The new Context
is here to stay. The only question to answer is, "Can you transform the Business
of Your BUSINESS to meet the new requirements?"
This book describes the process of Transformational
Leadership. The major contextual issue that limits your journey is Mass Production
Thinking. In 1922, Mass Production Thinking did not exist. In 1972, it was well embedded
in every executive’s mind. In 1992, it became obsolete to think that way. As with a
three-year-old computer, an executive that is programmed with Mass Production Thinking is
technologically obsolete. Likewise, managers who grew up in the 1960s, 1970s, and 1980s
are in need of significant upgrades. I call this phenomenon burned out and still
shining.
Many of the chapters in Transformation Change
will challenge you to think about what you think about. This is not an insult to
your intelligence; rather, it is a challenge to your awareness. People are not
aware of how they think or why they constantly repeat predictable behavior patterns. The Context
of your existence makes your thinking patterns instinctive and comfortable. While you read
this book, you can be easily frustrated thinking outside your existing Context.
Experience this example. Draw a Roman numeral five.
Pick up a pen and do it. Now, with one line make it a six. Simple. Now draw a Roman
numeral nine. Come on, do it. Now, with one line make it a six. If you are stuck, the
issue is contextual. I will give you the answer, but try to find the answer and you will
feel the frustration of contextual blindness.
Transformational Change is frustrating because it
always involves a shift in Context. This book was neither easy to write, nor will
it be easy to read. Most people read and think within the Context of Mass
Production. I am writing in the Context of Mass Customization. Consider the Roman
numeral nine again and think about the S IX you are trying to create. Can you see it yet?
The word line does not mean straight line just as a network does not define
the lines of authority within the new business environment.
I have chosen to embed my credibility as an author in
the book rather than documenting it here in the "Introduction." I prefer that
you not judge my credibility as an author or consultant, rather as a consumer, who like
you, is confronted by Mass Production Thinking every day of our lives. It is amazing how
many times a day we tolerate being over-promised and under-delivered. After I determined
that Mass Production Thinking would always over-promise me as a customer, I concluded that
Mass Production Thinking is not based on serving customers.
As you read, try to separate yourself as a leader,
parent, manager, or executive from the Mass Production organization or mechanism that
constrains you. This isn’t easy. It is so logical to argue for the way you have
always managed and look for ways to do it better. The level of awareness about Mass
Customization is less than 10 years old. Many executives don’t even know the term.
Some who have heard it believe that Mass Customization is a new strategy within the Context
of Mass Production.
Please read carefully because contextual awareness is
blinding. To help you, I have intentionally included many statements as Key Points. While
these statements seem redundant at times, they all contain contextual shifts in thinking.
Finally, for those who clearly see the world of Mass
Production Thinking and choose to believe it will always be that way, you are right.
A return on investment formula will drive your decision making and this is also right. To
set goals and measure progress is important and critical to success. This book is not
about what’s right or wrong. That approach would reduce the book to a
polarized debate within Mass Production Thinking. The new business environment is possible.
It is neither right nor wrong. It is different.
If you get confused by what appears to be semantics
or doubt the validity of the statements I make, you have two choices: read on or find a
Mass Production Thinking book to read. You can easily eliminate me and ignore the message.
They tried to ignore Christopher and Ralph and you too can throw this book away. If you
read on, you will come to the answer. Please rest assured I mean no harm to you as a Mass
Production Thinker or to your company. The examples I provide are real; the actual company
names don’t matter. Companies that are caught in the snare of Mass Production
Thinking all behave the same way. It’s all a matter of structure. Please be clear
that the choice to create what you want to be within the new environment is yours.
