This chapter connects the dots of the topics covered in this book. To connect the dots, we will connect:
1. The transformation questions, lessons learned, and models developed to share the concepts
2. The strategic response to transformation, transformation challenges, and leadership roles
3. Lessons learned, strategies, and methods
We end this chapter and book with the identification of the final choice a leader needs to make.
CoNNeCT The TrANSForMATIoN QUeSTIoNS, LeSSoNS LeArNeD, AND MoDeLS
The book set out to answer seven transformation questions:
1. Why does an organization need to transform?
2. What is a transformation?
3. What challenges does a transformation create?
4. How can you respond to the transformation and its challenges?
5. What are your leadership roles in a transformation?
6. What principles can help guide your strategic thinking?
7. What is a systematic process to manage your transformation strategy?
To answer these questions, I provided a summary of the lessons learned from Kennedy Space Center (KSC). The lessons about organizational transforma-tion and strategy are gleaned from KSC’s experience in transforming itself in the period 1995–2002. These lessons learned are offered as gleaned learnings, not the “silver bullet” answer to organizational transformations. These lessons learned were developed by understanding what worked and did not work. The lessons learned are reconnected to the visuals used to describe the transforma-tion situatransforma-tion you are or might be facing.
CoNNeCT The STrATeGIC reSPoNSe To TrANSForMATIoN, TrANSForMATIoN ChALLeNGeS AND LeADerShIP roLeS
Table 10.1 summarizes how the strategic response elements help address the lenges a transformation creates and the roles a leader must play to address these chal-lenges. A strategic response to the transformation has four focus areas:
TABLe 10.1
Strategic Transformation Path elements help the Leader Transform the Business
Strategic Transformation Path Focus Areas execute
Recognize the need to
• change
✓
Position and align the
•
Develop a business
•
model implementation strategy
✓
Provide the enablers
•
Involve the team in
• strategy
✓
Provide a vision for
•
Create an environment
•
Connecting the Dots 139 1. Execute today’s business
2. Continuously set strategy 3. Make the strategy real 4. Enable the transformation
By implementing the first three items of the strategic transformation path areas, we are transforming the business model. We need to execute today’s business as we position and align the organization for the future. Continuously setting strategy creates the sense of urgency and recognition of the need to change. Setting strategy defines how we need to position and realign the organization. Make the strategy real is the set of actions to position and align the organization.
The four strategic transformation path focus areas help the leader overcome the transformation challenges. Continuously setting strategy helps an organization develop a new business model concept and the business model implementation strat-egy. Enabling the transformation is how the organization and the leader create the environment for successful implementation, balance multiple responsibilities, and hold individuals accountable.
The four strategic transformation path focus areas provide the means for the leader to play six roles. Continuously setting strategy is the mechanism for the leader to provide a vision of the future and chart a course to the future. Setting strategy for the future also demonstrates the leader’s commitment to the organization. If the leader is not committed to the long-term health of the organization, this will not set the strategy. Make the strategy real is how the leader makes rational decisions and actions. Again, by making the strategy real, the leader is demonstrating commitment to the future. Enabling the transformation helps the leader focus on creating the envi-ronment for strategy and demonstrating commitment to the organization.
CoNNeCT LeSSoNS LeArNeD, STrATeGIeS, AND MeThoDS
Figure 10.1 provides a summary of the strategies and methods shared in this book.
The strategies a leader can use to respond to the transformation and transformation challenges include:
The strategic response to implement the strategic transformation path across
•
the four phases Six leadership roles
•
Six strategic thinking principles
•
The eight steps of the strategic management process
•
The methods are the tools KSC used to implement these strategies.
The FINAL ChoICe For The LeADer
To help you lead and manage your own transformation, I have identified a set of leadership questions (Figure 10.2). These questions are related to each part of
Lesson Learned 1:The need for a transformation is caused by our current business model being irrelevant, unresponsive, and unready—we are not producing the right product the right way. Lesson Learned 2:A transformation is the purposeful, intentional, consistent change of an organization’s business model over time. Strategies Lesson Learned 4 A strategic response focuses on implementing a strategic transformation path while navigating four phases of a transformation.
Lesson Learned 5 Leaders play six roles in the transformation.
Lesson Learned 6 Six strategic thinking principles can help guide your thinking— the leader must connect the dots.
Lesson Learned 7 We manage the transformation challenges, implement the strategic response, and implement the leadership roles through the strateg
ic management process. Methods •Executive Management Council meetings •Not funding the effort in the budget process
•Measures/standard metric charts •Executive
Management Council m
eetings •External auditor
•Performance scorecards •GPES •Standard metric char
t
•Process maps •Project
management plan
s
•Budget process •Retreat action items •Top 40 technology needs •KSC Center Director discretionary fund •Reinvestment fund
•Strategic roadmap (goals, objectives, and strategies) •Business management system •Measures/Score- cards •BOAs •KSC-wide initiatives •Process maps •GPES
•Rollouts/all-hands meetings •Feedback from the rollouts •Strategic plan document •Visual sharing products •CD Comms
•Senior management strategic offsites •Weekly strategic conversations •Strategic thinking methods (e.g., scenarios) •Organizational assessments •Strategic intent products (e.g., strategic roadmap)
Deploy LearningsReview PerformanceDeploy ResultsExecute the StrategyDeploy ResourcesSet StrategyDeploy Strategic IntentStrategic Set Intent •Balanced scorecard •Metric charts•Roadmap •From-to chart•Strategic offsites •Strategic Friday’s
MeasuresStrategyOpen, honest conversations
Lesson Learned 3:The organization will face five challenges when transforming. FIGUre 10.1 Summary of strategies and methods.
Connecting the Dots 141
Lesson Learned 1: The need for a transformation is caused by our current business model being irrelevant, unresponsive, and unready—we are not producing the right product the right way.
Lesson Learned 2: A transformation is the purposeful, intentional, consistent change of an organization’s business model over time.
Strategies Lesson Learned 4
A strategic response focuses on implementing a strategic transformation path while navigating four phases of a transformation.
Lesson Learned 5 Leaders play six roles in the
transformation.
Lesson Learned 6 Six strategic thinking principles can help guide your thinking—
the leader must connect the dots.
Lesson Learned 7 We manage the transformation
challenges, implement the strategic response, and implement the leadership roles
through the strategic management process. effort in the budget process
• Standard metric chart
• Retreat action items
• Top 40 technology needs
• KSC Center Director discretionary fund
• Reinvestment fund
• Strategic roadmap (goals, objectives,
• Feedback from the rollouts
• Strategic plan document
• Visual sharing products
• CD Comms
• Senior management strategic offsites
• Weekly strategic conversations
• Strategic thinking methods (e.g., scenarios)
• Organizational assessments
• Strategic intent products (e.g., effort in the budget process
• Standard metric chart
• Retreat action items
• Top 40 technology needs
• KSC Center Director discretionary fund
• Reinvestment fund
• Strategic roadmap (goals, objectives,
• Feedback from the rollouts
• Strategic plan document
• Visual sharing products
• CD Comms
• Senior management strategic offsites
• Weekly strategic conversations
• Strategic thinking methods (e.g., scenarios)
• Organizational assessments
• Strategic intent products (e.g.,
Lesson Learned 3: The organization will face five challenges when transforming.
Leader’s Questions
• How relevant is our organization to our industry and customers?
• How responsive is our organization to our customers?
• How ready is our organization to be relevant and responsive to our customers?
• What is changing in our environment?
• What is our trigger event that is driving us to transform?
• Does our organization need to transform?
• What about our business model needs to change?
Leader’s Questions
• How well are we defining a new business model concept?
• How well are we evaluating the new business model concept?
• How well are we defining our business model implementation strategy?
• How well does the business model implementation strategy account for external desires, organizational desires, and organizational capability?
• How well are we providing the enablers for successful implementation?
• How well are we balancing our multiple responsibilities?
• How well are we holding individuals accountable for the transformation?
Leader’s Questions
• How well have we defined our leadership style? How effective is it? How well are we involving the team in strategy?
• How well have we provided a vision for the future?
• How well have we charted a course to the future?
• How well are we implementing decisions aligned with our vision and path to the future?
• How well are we creating an environment for strategy?
• How well are we demonstrating commitment to our process and transformation? eight steps of strategic balancing the four focus areas?
Leader’s Questions
• How well are we defining our environments?
• How well are we defining our desired outcomes?
• How well are we managing our all-term?
• How well are we balancing be responsive and proactive?
• How well are we integrating multiple viewpoints?
• How well are we aligning goals, objectives, and strategies?
• How well are we connecting the dots?
Leader’s Questions
• How purposeful are we transforming?
• How intentional are we transforming?
• How consistent are we transforming?
FIGUre 10.2 Strategic questions help the leader transform the business.
the overall model and lessons learned from the KSC experience. Developing the answers to the questions in open, honest conversations within your management team will help:
Build a shared understanding
•
Guide specific decisions and actions
•
Provide some of the messages you need to share with your workforce
•
It is now up to you.
You have the choice on how you want to think about and implement your
•
organization’s transformation.
This first choice is making the decision to take the transformation on and
•
take purposeful, intentional, consistent action.
143
Index
A
ABC model, 55
Accountability, individual, 55, 59 Actions deploying strategic intent, 106 execution of strategy, 118 implementation planning, 109 performance evaluation, 125 strategic planning, 101 Alignment
business model changes, 46 execution of strategy, 119 implementation planning, 111–112 objectives and measures, 111–112 organizational roles, 111 performance excellence, 42, 45 strategic thinking principles, 93 All-term management, 90–91 Ames Research Center, 13
Answers, and questions, xi–xii, see also Conversations, checklists
B
Baldrige criteria, 69
Best practices, institutionalizing, 127–128 BIG, see Business Innovation Group (BIG) Bridges, Roy, 7–10
Budget process, 117, 128
Business and Objectives Agreement Documents (BOAs), 111, 112, 116
Business Innovation Group (BIG), 74, 76, 85 Business management system, 111 Business model
transformation challenges, 49, 50, 56–57 Business statement, 26, see also Core business
C
Capabilities, 27 Cautionary note, 10 CD-Comms, 72–73, 107, 108 CD-Rollouts, 107, 108 Center-wide initiatives, 111 Challenges
business model, 49, 50, 56–57
enablers for implementation, 49, 54, 56–58 events, 16–18, 22–23
implementation strategy, 51–52 individual accounting, 55, 59 lesson learned, 49
literature, 59–60
multiple responsibilities, 53, 55 organizational self-application tasks, 60 summary, 59
Change Leader’s Network, 74 Changes
approach, leadership, 81, 83 business model, 45–46, 49 fundamentals, 30, 32–34 infrastructure for, 74, 76 understanding need for, 62 Checklists for conversations
core management, 131 current evolution evaluation, 35 deploying learnings, 127 deploying resources, 115–116 deploying results, 121
deploying strategic intent, 106–107 employee concerns, 4
execution of strategy, 119 fundamentals, 34
implementation planning, 109 leadership, 86–87, 141
managing transformation processes, 130, 131–132
need for transformation, 43, 47 past evolution evaluation, 35 performance evaluation, 125 strategic planning, 101–102
strategic response to transformation, 77 strategic thinking principles, 94 transformation, xi–xii transformation challenges, 60
Civil workforce
knowledge contribution, 24 transitioning, 25, 46
workforce reduction, 7, 8–9, 15 Columbia, 9, 30
Commitment, 59, 85–86
Communication, 107–108, see also Conversations Connections
decisions and actions, 67, 105 leadership choice, 139, 141–142 lessons learned, 139
methods, 139, 140 strategies, 139, 140
transformation path and management process, 129
Consistent approach, 45–46 Continuously set strategy, 63, 65 Conversations
managing transformation processes, 97–98 open, honest, 97–98
product and action connections, 67 starting, xi–xii
strategic offsites, 65, 66 weekly, 105
Conversations, checklists core management, 131 current evolution evaluation, 35 deploying learnings, 127 deploying resources, 115–116 deploying results, 121
deploying strategic intent, 106–107 employee concerns, 4
execution of strategy, 119 fundamentals, 34
implementation planning, 109 leadership, 86–87, 141
managing transformation processes, 130, 131–132
need for transformation, 43, 47 past evolution evaluation, 35 performance evaluation, 125 strategic planning, 101–102
strategic response to transformation, 77 strategic thinking principles, 94 transformation, xi–xii transformation challenges, 60 Core business, see also Mission
elements, management process, 97–100, 131 guiding principles, 27
making the strategy real, 67, 68–69 statement, 25, 26
Cryogenic Testbed Facility, 8
D
Daily strategic thinking, 5, 99
Decision making, 84, 105 Decomposition for explanation, 10 Delivery, 46, 119–120
Deployment
learnings, 96, 127–128, 132 resources, 96, 114–118, 131 results, 96, 120–123, 132 strategic intent, 95, 106–109, 131 Development
making the strategy real, 67
organization, strategic planning, 103–104 summary, business model changes, 56–57 Discretionary funds, 117
Dryden Flight Research Center, 13
e
Efforts, deploying resources, 116–117 ELV, see Expendable Launch Vehicle (ELV) Employee concerns, 4, 85–86
Enablers for implementation, 49, 54, 56–58 Enabling the transformation
change infrastructure, 74, 76 fundamentals, 63, 70, 72 guiding behavior, 72–73
improvement portfolio management, 72, 73–74
learning, 74
Environments, see also Infrastructure leadership, 84–85
strategic planning, 104
strategic thinking principles, 89–90 Events
challenges, 16–18, 22–23
civil service workforce reduction, 15 historical developments, 6, 14–18 leadership change, 14
NASA environment, 20–22 privatization, 14–15 program decline, 16
Space Flight Operations Contract, 16 strategic context, 18–22
U.S. space industry, 19–20 world events, 19
Execution of strategy, 96, 118–120, 132 Execution of today’s mission, 63, 64, 90 Executive Management Council, 126, 128 Expendable Launch Vehicle (ELV)
Columbia investigation, 9 historical developments, 8 performance excellence, 41
Index 145 success, 30
Experience, 3, 5
Exploration, 62, see also Vision External acceptance, 51–52
Florida Space Research Institute, 70 Flow diagrams, setting strategy, 111 Focus areas
deploying learnings, 127 deploying resources, 116–117 deploying results, 121–123 deploying strategic intent, 107 execution of strategy, 119 implementation planning, 110–112 performance evaluation, 125 strategic planning, 103–105 Friday topics, 98
Functions, transformation process, 95–97, 100, 132–133
Funding, 117, 128
Future directions, 24, see also Changes Future scenarios, 103–104
Future-state requirements, 83
G
Gaps, performance evaluation, 126 Glenn Research Center (GRC), 8, 13
Goal-Performance-Evaluation System (GPES), 112, 123
Goals, alignment of, 93
Goddard Space Flight Center (GSFC), 8, 13 GPES, see Goal-Performance-Evaluation System
(GPES)
GRC, see Glenn Research Center (GRC) GSFC, see Goddard Space Flight Center (GSFC) Guiding behavior, 70, 72–73
Guiding principles, 26–27
h
Hammer Award, 8 Hierarchy of influence, 18 Historical developments
2002, 20, 32 events, 6, 14–18 fundamentals, 13
Human Space Flight, 19
I
Implementation challenges, 51–52 enablers, 49, 54, 56–58
managing transformation processes, 96, 109–114, 131
phases of transformation, 62
Improvement portfolio management, 72, 73–74 Improvement projects, delivery of, 120 Individuals, holding accountable, 55, 59 Influence, hierarchy of, 18
Informal focus groups, 74, see also Teams Infrastructure, 74, 76, see also Environments Initiatives, center-wide, 111
Intent and intentional approach business model changes, 45–46 converting to operational terms, 110 strategic planning, 103
Internal acceptance, 51–52 Internal capability, 51–52 International Space Station (ISS)
business model change, 49 core mission vs. daily mission, 63 NASA environment, 21 performance excellence, 41 success, 30, 33
testing, 8
world events context, 19 Investments, roadmap, 83 ISO certification
achievement of, 55
aligning organizational roles, 111 converting intent to actions, 110 team involvement, 76
used as framework, 69, 119 Issues, strategic planning, 104–105
J
Jet Propulsion Laboratory, 13 Johnson Space Center, 13, 16
Joint-base operations support contract (JBOSC), 8, 9
K
Kennedy Space Center (KSC) Bridges, Roy, 7–10 business model shift, 45–46 cautionary note, 10 challenges, 16–18, 22–23
changes, 30, 32–34
civil service workforce reduction, 15 Columbia accident impact, 30 comparison, 1995 vs. 2002, 33 developments, 7–10
drivers, 6, 14–18, 23–30 event drivers, 14–18 experience, 3, 5
historical developments, 6, 13–18 leadership change, 14 situation in 2002, 20, 32
Space Flight Operations Contract, 16 strategic context, 18–22
strategy drivers, 23–30 successes, 31–34, 64 summary, 34
U.S. space industry, 19–20 world events, 19
Killing nonperforming projects, 128
L
Langley Research Center, 13 Launch Services Program (LSP), 9, 49 Leadership
change approach, 81, 83
commitment demonstration, 85–86 decision-making and actions, 84 environment, 84–85
events, 14
lesson learned, 79–80 literature, 86
organizational self-application tasks, 86–87 organizational vision, 81
Leadership Excellence Achievement Program, 85 Learning
deploying, 96, 127–128, 132 enabling the transformation, 74, 75 guiding behavior, 72
managing transformation processes, 95 need for transformation, 39–41 strategic response, 61
strategic thinking principles, 89 Life-cycle perspective, 61–62 Literature
leadership, 86
managing transformation processes, 130 need for transformation, 43, 47
space industry and evolution of NASA, 34 strategic response to transformation, 77 strategic thinking principles, 94 transformation challenges, 59–60 LSP, see Launch Services Program (LSP)
M
Making the strategy real core business, 67, 68–69 development, 67
Management process, 69, see also Transformation Maps, 28–29
Mars exploration, 21–22 Marshall Space Flight Center, 13 Mars Pathfinder, 21
Mars Sojourner rover, 21 Measures and metrics
alignment of, 93 deploying results, 121–123
managing transformation processes, 97, 99–100
performance, 121–122, 125–126 Message, sharing in organization, 107–108 Mission, see also Core business
accomplishments, 64
execution of today’s mission, 63, 64, 90 making the strategy real, 67, 68–69 Multi-Element Integrated Test (MEIT), 8, 9 Multiple responsibilities, 53, 55
Multiple viewpoints, synthesizing, 92
N
NASA environment, see also Kennedy Space Center (KSC)
changes recommended, 15 events, strategic context, 20–22
Index 147 field centers, 13
Nonperforming projects, killing, 128
o
Objectives, alignment of, 93 Offsites, strategic, 65, 66, 105 Operational processes
knowledge, 24
making the strategy real, 67 summary, 54
Organizational processes
alignment, performance excellence, 42, 45 deploying strategic intent, 108
making the strategy real, 69 positioning, 41, 45 roles, alignment of, 111 vision and leadership, 81 Organizational self-application tasks
current evolution evaluation, 35 fundamentals, 34
leadership, 86–87
managing transformation processes, 130, 131–132
need for transformation, 43, 47 past evolution evaluation, 35
strategic response to transformation, 77 strategic thinking principles, 94 transformation challenges, 60 Outcomes focus, 90, see also Successes
P
Partnerships, 70, 71 Past scenarios, 103–104 Path, see also Roadmap
connection, 129, 138–139 development, 81–83 implementation, 62–63 Performance
deploying results, 121–122 evaluation, 96, 124–126, 132 excellence, 39–42, 45 gaps, 126
scorecards, 112, 113, 114, 122–123 Phases, transformation, 61–62 Philosophical drivers and events, 6 Positioning the organization, 41, 45 Present scenarios, 103–104 Privatization, 14–15
Proactivity/responsiveness, 26, 27, 92 Processes
delivery of, 119 execution of strategy, 119 maps, 111, 119
Products
action connections, 67 business model changes, 46 defining, 26, 28
deploying learnings, 127 deploying resources, 116 deploying results, 121 deploying strategic intent, 107 developed from offsites, 65 execution of strategy, 119 fundamentals, 28
Questions, see Conversations, checklists
r
Reflection on experience, 5 Reinvestment funds, 117
Report of the Space Shuttle Management Independent Review Team, 14–15 Resources, diminished, 55
Responsiveness/proactivity balance, 92 Review performance, 124–126, 132, see also
Performance Roadmap, see also Path
future, 26, 29
integration of multiple viewpoints, 92 leadership, 81–83
setting strategy, 110 Roles, organizational, 111 Rolling up results, 123
Russia, 19, see also International Space Station (ISS)
S
Scorecards, 112, 113, 114, 122–123 Sequence, lack of, 10
Service map, 28
Setting strategic intent, 95, 101–105, 131 Setting strategy, 96, 109–114, 131
SFOC, see Space Flight Operations Contract (SFOC)
Shuttle operations
business model shift, 45, 91 changes recommended, 15 core mission vs. daily mission, 63 daily operations business, 19–20 performance excellence, 40, 41 program decline, 16
reporting accountability, 16 success, 30, 33
Shuttle Processing, 9 Simplicity, processes, 10
Space Experiment Research and Processing Laboratory, 70
Space Flight Operations Contract (SFOC) events, 16
program decline, 16 responsibility shift, 40–41 success, 30
Spacelab operations, 16, 40 Spaceport Technology Center, 8
Standard metric charts, see Measures and metrics Stennis Space Center, 13
Strategic context, events, 19–22 Strategic planning manager, 74
Strategic questions, see Conversations, checklists Strategic response, transformation
adjustments, 62
change, understanding need for, 62 change infrastructure, 74, 76 continuously set strategy, 63, 65 core business, 67, 68–69 development processes, 67
enabling the transformation, 63, 70, 72–76 execution of today’s mission, 63, 64, 90 guiding behavior, 72–73
implementation, 62
improvement portfolio management, 72, 73–74
learning, 74, 75 lesson learned, 61 literature, 77
making the strategy real, 63, 67–70 managing transformation processes, 69 mission, 67, 68–69
operation, 67 organization, 69
organizational self-application tasks, 77 partnerships, 70
path implementation, 62–63 phases, 61–62
strategic exploration and visioning, 62 summary, 76
exploration and visioning, 62 implementation, 62
managing transformation processes, 96–99, 109–114, 131
mapping, 29
planning, 96, 101–102, 109–114, 131 transformation path implementation, 62–63 Strategic thinking
alignment, 93
all-term management, 90–91 daily activity, 5, 99 lesson learned, 89 literature, 94
multiple viewpoints, synthesizing, 92 organizational self-application tasks, 94 outcomes focus, 90
responsiveness/proactivity balance, 92 setting strategic intent, 105
summary, 93
understanding environments, 89–90 Successes
Expendable Launch Vehicle, 30 International Space Station, 30, 33 Kennedy Space Center, 31–34, 64 Summaries
deploying learnings, 128 deploying resources, 117–118 deploying results, 123
deploying strategic intent, 108–109 development, business model changes, 56–57 enabling, business model changes, 58 execution of strategy, 120
implementation planning, 114 KSC historical developments, 34 leadership, 86
managing transformation processes, 130 need for transformation, 43, 46 operational, business model changes, 54 performance evaluation, 126
setting strategic intent, 105 setting strategy, 114 strategic planning, 105
strategic response to transformation, 76 strategic thinking principles, 93 transformation challenges, 59
T
Teams, 75–76, 80, see also Informal focus groups Technologies, 46, 117
Today’s Mission strategy, 63, 90 Transformation
aligning the organization, 42
Index 149 concepts, 95–97
conversation checklist, xi–xii conversations, 97–98 core elements, 97–100, 131 defining, 45–47
deploying learnings, 96, 127–128, 132 deploying resources, 96, 114–118, 131 deploying results, 96, 120–123, 132 deploying strategic intent, 95, 106–109, 131 enabling, 70, 72–76
execution of strategy, 96, 118–120, 132 functions, 95–97, 100
lesson learned, 39–41, 95 literature, 43, 130 measures, 97, 99–100
organizational self-application tasks, 130, 131–132
path connection, 129 performance excellence, 41–42 performance review, 96, 124–126, 132 positioning the organization, 41 questions and answers, xi–xii
setting strategic intent, 95, 101–105, 131 setting strategy, 96, 109–114, 131 strategy, 97, 98–99
summary, 130
transformation path connection, 129 Transformation, challenges
business model, 49, 50, 56–57
enablers for implementation, 49, 54, 56–58 implementation strategy, 51–52
individual accounting, 55, 59 lesson learned, 49
literature, 59–60
multiple responsibilities, 53, 55 organizational self-application tasks, 60 summary, 59
Transformation, strategic response adjustments, 62
change, understanding need for, 62 change infrastructure, 74, 76 continuously set strategy, 63, 65 core business, 67, 68–69 development processes, 67
enabling the transformation, 63, 70, 72–76
execution of today’s mission, 63, 64, 90 guiding behavior, 72–73
implementation, 62
improvement portfolio management, 72, 73–74
learning, 74, 75 lesson learned, 61 literature, 77
making the strategy real, 63, 67–70 managing transformation processes, 69 mission, 67, 68–69
operation, 67 organization, 69
organizational self-application tasks, 77 partnerships, 70
path implementation, 62–63 phases, 61–62
strategic exploration and visioning, 62 summary, 76
v
Viewpoints, synthesizing multiple, 92 Vision
funding, 117 leadership, 81
phases of strategic transformation, 62, 63–64 Voluntary Protection Program Star Flag, 9
W
Workforce reduction, 7, 8–9, 15 World events, 19
x
X-34 vehicle, 55
z
Zero-based review (ZBR), 14–15, 34