strengthening the product's and customer's interfaces with the organization is essential to unceasing value enhancement.
Building a value-maximizing organization is not only particularly instrumental in executing the strategy formulated and articulated, it could provide the energy for future strategy. This is possible not only in the sense of providing a distinctive competence for the firm in the value dimensions in which it excels, but also in terms of creating an employee base that is more receptive to new ideas, to value shifts matching customer preference changes, and to value sharing between divisions of the same firm.
Regardless of whether the organization be in the steel, electronics, airlines, recreation or any other industry, if the employees are to be totally wrapped up in the welfare of the firm through the medium of its PC linkage, power relationships must be addressed first. As displayed in Figure 6.4, the realization that power dependence eats away at the very fiber of initiative and enthusiasm is an essential starting point. Any value attained, without involvement, therefore, will not be self-sustaining. Steps to switch off the power orientation by establishing the low-voltage or even no- voltage firm include the elimination of multilayering, encouragement of communication downward (including "sensitive" information) and the dissemination of techniques for better task analysis and performance. Strategies of value can originate from totally involved employees in a bottom-up reversal of the typical strategy process. However, to make the enhancement of value an intimate mingling of voluntary, internal efforts and external needs, a culture of value has to arise. We turn our attention next to the nature and building of such a culture.