A CFO's Strategy for the Human Side of Change

Journal for Quality and Participation, The, Fall 2005 by Lebow, Rob

"OK, tell me a little more about this," said Connie.

Tom paused and then began. "Let's take a look at the elements. As you can see, each one of these TransAction Zones is connected to the other, but each also is independent. They do not compete for resources; they are very serious about cash flow and projections that they create, not ones that are imposed on them. They are encouraged to support each other because they are not pitted against each other in an incentive program or quota or measurement schemes. Their focus is on working their work, improving work flow, getting the order, and building it after the order is received, not slamming products out the door without a customer demand.

"This type of operation shares! I know that's hard to believe, but the idea isn't 'dog-eat-dog.' It's more like the JAL team that literally stakes everything to make sure of safety and effectiveness. Each product we design has a team. Each team is responsible. No longer are we on quotas, because quotas lead to cheating. Each member of a product group, from launch to production to current sales and support, owns the project and works on improving how they do things, so they can deliver to the customer on time, every time -and everyone has a say so. They are all responsible and accountable individually and collectively, and they are hard on their performances because they are 'intrinsically motivated,' not fearful. They have the option to ask non-performers to leave!

"Externally, the flow of aTransAction Zone is dependent on the same work flow, with internal customers within finance, shipping, sales, help desk, IT, marketing, design, engineering, etc.

"Front-line workers are charged with making the transAction in an ethical and appropriate manner for the good of the customer, company, and environment. In fact, this is the greatest charge for everyone on the front lines, including for you and me."

At that, Tom pulled another paper from his special file. On it were the duties of the front-line worker (see Table 2).

Connie read the list, then broke the silence by saying, "I agree with these six elements, but will top management let us do this? I mean, could we challenge everything without getting our heads chopped off?"

Tom understood what Connie was saying. In a control-based pyramid, new ideas -let alone challenges to the status quo- were only taken on by those who had a death wish! So the next list, the responsibilities of top management, was crucial to the success of this plan and to Connie's buy-in (see Table 3).

"OK, Tom, I think this will work, and I'm now all for it. How can I help?"

"You just helped a lot. I need for us to begin the campaign to get a discussion going about this new vision for our company. We can take a giant step by beginning that dialogue in the finance, IT, accounting, HR, and security divisions. If we show improvements, who knows where this approach might go from here?

Tom paused, "That's how a revolution begins!"

"I know, a journey of 1,000 miles starts with a single step. OK, now let me out of here so I can start preparing for our revolution," smiled Connie.