For More Information: Robert H.Schaffer & Associates, www.rhsa.com
Purpose:
To reduce bureaucracy, solve business problems, and streamline processes through fast and concentrated decision making and empowerment.
Outcomes:
• Drives business results through the resolution of complex business challenges across hierarchical, functional, and other boundaries
• Simultaneously facilitates cultural change—particularly speed, simplicity, empowered self-confidence, and rapid decision making
When to Use:
• Ambitious business challenge requires resolution of several issues
• Multiple functions, groups, and/or layers need to be involved in crafting an aligned solution
• Business processes need to be simplified—while improving quality and cycle time
• Fast, clear management decisions will stimulate action and focus people’s energy and attention on an urgent issue
When Not to Use:
• When the aim is to get buy-in for preconceived solutions
• When the obvious aim is to reduce head count
Number of Participants:
• 20–100
Types of Participants:
• People across functions and levels who are able to contribute to the desired result
• Senior manager as a “sponsor” and decision maker
• Lead consultant and subgroup facilitators
Typical Duration:
• Design: 2–4 weeks
• Conduct Event: 1–3 days
• Implementation of Recommendations: 3–4 months
Brief Example:
A UK insurance unit of Zurich Financial Services used WorkOut to transform its financial performance and corporate culture. In one year, more than 30 WorkOuts produced measurable savings in excess of $10 million.
Historical Context:
Conceived in 1988 by GE chairman Jack Welch with support from James Baughman, head of the company’s Crotonville Leadership Center. Developed by an academic/consultant team led by Dave Ulrich, Len Schlesinger, and Todd Jick, and including Steve Kerr, Ron Ashkenas, and others.
 WorkOut
|
