Like the body, Companies Need Diagnosis Routine?

Image via Wikipediaby: Ellyzar Zachra PBOne way to transform the organization is to give emphasis to a fundamental change in business scope. Usually, this is done when the mission is no longer relevant based on 'diagnosis' a problem by the company in detail.The statement disclosed Dunamis CEO of Human Capital, Alex Dennis, related to the company's decision to do a 'breaking new ground'. There are other ways in fact, like re-engineering which emphasizes the radical changes in business processes
, cultural change is to give emphasis on behavior change and re-organized organization that provides pernekanan on changes in organizational structure.
"Before doing the transformation of the organization, companies must melakikan diagnosis. The process and outcome of good diagnosis will provide input to the design of organizations that are 'sick', "said Alex Dennis explained the process of change that should be done. In addition, the company must consider how the organization design is to be implemented gradually through the stages of the realistic. "Usually the ailing organization has certain limitations to do too much activity."These changes need 4 a leadership role in their entirety.Nevertheless, judging emphasis, then the two roles is most needed in making changes is the pathfinding and aligning. Determining the direction of the business requires pathfinding role of organizational leadership. After that, organizations need to align the role of re-aligning the organization toward new businesses that have been defined.Furthermore, in determining the strategy, Alex surrender entirely to the company because there is no choice the most appropriate strategy for every situation. However, the real battle is not in the business strategy, but the execution of the chosen strategy.The failure of the process of change that usually occurs for several reasons. First unclear direction or purpose of the organization.This usually occurs because too many goals set by the dam is too often changed. The second reason is that every layer of management was not able to translate organizational goals into the scope of their work unit. They were unable to distinguish the day to day job with the aim of which should be a priority.The cause of the three, judged Alex, is the lack of discipline to do things that become the main point in achieving that goal. This is often caused not because they do not know what needs to be done, but more often because they do not do that they know that for various reasons.
source: swa.co.id
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