Diagnostic for change are very important in the term of the change manger image, because the diagnostic tools can simplifies a complex situation, identifies priorities for attention, provides a guide to the sequence of actions to take in a change situation and so on. (Palmer, I, Dunford, R &Akin, G2008) In the Boeing case, there are many problems occurs in this company, it needs using diagnostic tools to interpret before change manager image. However, I chosen 7-S framework of diagnostic tool to help me to identify problems occurs at Boeing. The 7-S framework is a management model that describes 7 factors to organize a company in a holistic and effective way. This tools are includes seven categories Structure, Strategy, Systems, Style, Staff, Skills, Superordinate goals. The structure, strategy and systems are easy to identify. The result of four S’s elements which are more intangible and these elements are highly determined by the people at work in the organization, they influence or are influenced by the structure, strategy and systems, which are show on the performance or the results achieved by the organization.
When the beginning of change at Boeing, they are reputation took a dramatic turn to worse, because a lack of communication within the organization. However, after they gain the experiences, they are overall their strategy was to update their technology systems, downsize their operations, and reestablish relationships with their suppliers. By doing those, the only ways is cut down the costs intend to achieve the competitive advantage. In the past, Boeing structure is implemented to overcome the bureaucratic structure, and used outdated technological system. In 2001, when the technology became, Boeing want to rehabilitate their reputation by making their product more efficient, they are objective is implement an automated system of assembly lines, also, hope to coordinate and facilitate easier channels of communication between Boeing staff and suppliers. Therefore, they implemented a web-based procurement system so that the supplier can monitor stock levels and replenish suppliers when they dipped below a predetermined minimum. But when the process of automating product line occur problems, which the information technology was decentralized within the organization and over 400 systems were being used to meet the needs of various departments; and also, the lack of collaboration in regard to product procurement. However, they implemented a technological platform to regulate product life cycles. This new system is to improve collaboration, innovation, product quality, time-to-market and return-to-investment. In the Boeing style, it has very strong leadership style of manage in the company. The CEO was point out the current problem occurs at Boeing, the employees are low moral. Also, the company had external pressures increased. The future goal of Boeing is developing smaller aircraft, and purchase larger aircrafts in the future, also, the airbus on other hand.
From the Boeing case, it knew the diagnostic tools are very useful for organization change. Because they are easy to understand, simplifies the situation, and analyze the current issues and propose future. After by using the 7-S framework to identify issues, it can implement appropriate methods to improve or consistence the issues address in the Boeing’s.
Reference
http://www.passe-partout.com/pdf/Diagnostic%20tool%20-%207S%20model.pdf
http://www.12manage.com/methods_7S.html
Palmer, I, Dunford, R& Akin, G2008, Managing organizational change: a multiple perspectives approach, 2nd edn, McGraw-Hill Irwin, New York.
Robert, 2005, Strategy & leadership: how the balanced scorecard complements the McKinsey 7-S model, Vol. 33, Iss. 3; pg. 41, 6 pgs, Chicago
