If we do not change our direction we are where we are headed.In "nanosecond now" culture, successful organizations are doing what was once considered impossible. This increase customer satisfaction, reduced process cycles and response times, reduce costs and develop new products and services – all at the same time time.Not ago, organizations could succeed excel in one or two of these areas. But the world of work today is littered with victims once powerful thought obsolete. The winners of today are capitalizing on the changes and challenges that all organizations to be better, faster and cheaper and newer then their less nimble competitors.Pointed DirectionTransforming wrong in a traditional organization that is better, faster, more Economic and higher is extremely difficult. This is because organizations have built powerful cultures, systems and practices that are now in the wrong direction. This wrong address can be found in three main areas: internally focused – most of the decisions on products, services, and management organization are inside. Product and service development specialists, technical experts, managers, engineers and other professionals who spend most of their time inside the organization pushing products and services to meet the needs often market.Too the organization are put ahead of those people trying to serve. " John McDonnell, president and CEO of McDonnell Douglas said: "do not always listen to what the customer had to say before saying what he wanted." This approach is better to know now to find many leaders too long to synchronize with their markets. The notes (and incomes) many companies are powerful free-fall. Their "loyal" (once treated as captive) customers find products and services that better reflect their changing perceptions value.Functionally – Managed services business to maximize internal efficiency. Goals, objectives, measures and career plans up and down the narrow walls of the functional fireplace. "Functional managers and their employees focus on their work or segment of production, delivery or support organizations generally managed process.Functionally to reduce the levels of service / quality and cycle times and increasing costs for: 1) promoting an "us against them" approach to communication and control for organizational resources, 2) leaving a gap between unmanaged services disrupt cross-functional work processes, 3) make improvements or changes in a department which hurts the effectiveness of other services in the process, and 4) losing sight of the customer-supplier relationships and all needs.Since meeting of 1950, Toyota has worked tirelessly to reduce the walls and gaps between departments. In 1970, manufacturing methods became known throughout Japan as the Toyota production methods. " In the early 1980s, their practices of successful migration to North America as the manufacturing Just-In-Time. Stressing the importance of managing organizational boundaries, a Toyota executive, said: "It is not sufficient to manage the business within your division. One of the most important functions of a chief of division to improve coordination between its division and other divisions. You can not manage this task, please go to work for an American company. " Management of administration requirements – goals and perspectives are the starting point for all activities. Managers and professionals are the brains staff and employees are vested. Employees serve their masters in management and do as told. business prospects and overall strategy, operational performance data, problem solving and decision-making power and skills are retained by management.But the world is going too fast to keep the archaic command and control "that puts management center universe. Managers may not know enough, fast enough, things enough, long enough to anticipate changes that are needed to improve the organization