6 the Change Acceleration Process | Stakeholder (Corporate) | Leadership & Mentoring

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Change Acceleration Process (CAP) The Key to Change Change Culture: A Continuing Journey 2003 Six Sigma 2005+ Lean & Quality Speed 2004 Growth: IB’s, CECOR, Lean, Customer Centric, Execution Imagine, Solve, Build, Lead ã Using Change as a Strategic and ACFC (At the Customer For the Customer): 2000 Faster, Better, Closer to the Customer Competitive Advantage Digitization: ã Optimizing Change 1998 Sell, Buy, Make using Technological Tools Effectiveness Six Sigma Quality: 1996 Productivity,
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  Change Acceleration Process(CAP)The Key to Change  Growth: IB’s, CECOR, Lean, Customer Centric, Execution   Work-Out ™ / Town Meetings: Empowerment, action – Expert-Driven Decision-Making, Action Work-Outs ™, Customized Work-Outs ™   Productivity / Best Practices: Benchmarking External Organizations, Sharing Best Practices Process Improvement: Process-mapping, re-engineering, Bullet Train Approach Change Acceleration Process (CAP): Increase success and accelerate change Key Strategic Initiatives: QMI*, NPI*, OTR*, SP*, Productivity, Globalization Make Customers Winners: GE Tool-Kit Six Sigma Quality: Productivity, Span, Data-Driven Decision-Making Digitization: Sell, Buy, Make using Technological Tools ACFC (At the Customer For the Customer): Faster, Better, Closer to the Customer  Imagination at Work: Imagine, Solve, Build, Lead * New Product Introduction, Quick Market Intelligence, Orderto Remittance, Supplier Partnership 1989 Change Culture:A Continuing Journey ã Using Change as a Strategic andCompetitive Advantage ã Optimizing ChangeEffectiveness ã Building a Culture thatDrives Change 1992 19961998200020032004 Lean Six Sigma Speed & Quality  2005+  Change Research 100% of all changes evaluated as   “Successful”   had a good technical solution or approach Over 98% of all changes evaluated as   “Unsuccessful”   also had a good technical  solution or approach What is the differentiating factor between success and failure?   
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