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One of the key success factors for any organization is effective strategic change - to ensure adaptability and increase productivity. Despite its importance, most change management projects fail or only partly deliver on their promise, the missing link often being the conflict between boardroom strategic initiatives and the working process design of the company. Implementing Strategic Change shows that most of this conflict occurs during interfacing activity - the seemly small activities such as chasing, following up and seeking permission to proceed that help drive a process forward can make…mehr
One of the key success factors for any organization is effective strategic change - to ensure adaptability and increase productivity. Despite its importance, most change management projects fail or only partly deliver on their promise, the missing link often being the conflict between boardroom strategic initiatives and the working process design of the company. Implementing Strategic Change shows that most of this conflict occurs during interfacing activity - the seemly small activities such as chasing, following up and seeking permission to proceed that help drive a process forward can make up to 80% of many employees workload. This book will show that business strategy and change implementation rely on deep and close process knowledge and help develop the framework for understanding and improving these activities in any organization.
Foreword Preface Introduction Organizational impact of toxic interfaces The failure of strategic change Interfaces are not the problem Best practice using interface mapping Too good to be true? How much will this cost? Does it work in practice? 01 Business strategy - rigorous formulation, routine underachievement Objectives Introduction Only half a solution? Two parts to the strategy - an uncomfortable truth A need for a change in thinking Increasing criticality of managing interfaces Undocumented interfacing activities make up over 50 per cent of routine work steps Interfacing activities' invisibility Interfacing activities and strategic impact Century-old practices abound Summary 02 Strategic outcomes from best-practice management principles Objectives Introduction A complete set of management principles Understanding the management principles Link between best-practice principles and interfacing activity Using principles to achieve staff and management alignment Summary Appendix 03 Making the change needs obvious - the critical role of interfacing activities Objectives How it all started Exploring interfacing activity Mapping reality - the paradox Searching for an approach to mapping interfacing activity Documenting what really happens Importance of missing interfacing activities Confidence from interfacing activity data The management challenge quantified Summary Appendix 04 Interfacing activities, business strategy and business process innovation Objectives The need for strategic activity categorization Relating value-added activities to a strategic framework Support and core activities Relationship between core activity and noise Interfacing activity noise drives process innovation Noise as an indicator of potential Summary 05 Interface activity noise - the foundation of strategic change capability Objective The data A huge opportunity Outcome achievement Situational dependency Discretionary activity Summary 06 Increasing performance Objective Continuous improvement or strategic process alignment? Value revealed by interface mapping Difficulties in addressing noise Analysing noise drivers to achieve strategic outcomes Summary 07 Organizational 'genomics' - strategic process analysis focused on implementation Objectives Introduction Need for a new 'genomic' framework - summary The real issue with interface mapping Organizational 'genomics' How interface mapping meets the need Analysing and using interface mapped data Strategically defi ning business process change Summary 08 Principles by which leading organizations drive change Objectives Introduction Need for the deployment culture management principles Exploring the deployment culture management principles Contrasting approaches Multi-organization process management Summary 09 Using interface mapping to deliver performance Objectives Introduction Relationship between interfacing activities and the management principles Installing the principles and aligning business processes Conclusions 10 Staying on top: maintaining business outcomes Objectives Introduction Common approaches to business process change do not last Continuous, strategic business process alignment Interfacing activities continually change Up-to-date interface maps Essential features of an ongoing interface mapping programme Month 1 deliverables Determining change priorities strategically Delivery of the required changes Locking in the changes - BCIs The last step Conclusions 11 Definitions and an example of an interfacing mapping tool Definitions Interface mapping tool References and Literature Researched Index
Foreword Preface Introduction Organizational impact of toxic interfaces The failure of strategic change Interfaces are not the problem Best practice using interface mapping Too good to be true? How much will this cost? Does it work in practice? 01 Business strategy - rigorous formulation, routine underachievement Objectives Introduction Only half a solution? Two parts to the strategy - an uncomfortable truth A need for a change in thinking Increasing criticality of managing interfaces Undocumented interfacing activities make up over 50 per cent of routine work steps Interfacing activities' invisibility Interfacing activities and strategic impact Century-old practices abound Summary 02 Strategic outcomes from best-practice management principles Objectives Introduction A complete set of management principles Understanding the management principles Link between best-practice principles and interfacing activity Using principles to achieve staff and management alignment Summary Appendix 03 Making the change needs obvious - the critical role of interfacing activities Objectives How it all started Exploring interfacing activity Mapping reality - the paradox Searching for an approach to mapping interfacing activity Documenting what really happens Importance of missing interfacing activities Confidence from interfacing activity data The management challenge quantified Summary Appendix 04 Interfacing activities, business strategy and business process innovation Objectives The need for strategic activity categorization Relating value-added activities to a strategic framework Support and core activities Relationship between core activity and noise Interfacing activity noise drives process innovation Noise as an indicator of potential Summary 05 Interface activity noise - the foundation of strategic change capability Objective The data A huge opportunity Outcome achievement Situational dependency Discretionary activity Summary 06 Increasing performance Objective Continuous improvement or strategic process alignment? Value revealed by interface mapping Difficulties in addressing noise Analysing noise drivers to achieve strategic outcomes Summary 07 Organizational 'genomics' - strategic process analysis focused on implementation Objectives Introduction Need for a new 'genomic' framework - summary The real issue with interface mapping Organizational 'genomics' How interface mapping meets the need Analysing and using interface mapped data Strategically defi ning business process change Summary 08 Principles by which leading organizations drive change Objectives Introduction Need for the deployment culture management principles Exploring the deployment culture management principles Contrasting approaches Multi-organization process management Summary 09 Using interface mapping to deliver performance Objectives Introduction Relationship between interfacing activities and the management principles Installing the principles and aligning business processes Conclusions 10 Staying on top: maintaining business outcomes Objectives Introduction Common approaches to business process change do not last Continuous, strategic business process alignment Interfacing activities continually change Up-to-date interface maps Essential features of an ongoing interface mapping programme Month 1 deliverables Determining change priorities strategically Delivery of the required changes Locking in the changes - BCIs The last step Conclusions 11 Definitions and an example of an interfacing mapping tool Definitions Interface mapping tool References and Literature Researched Index
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