Implementing Strategic Change
(Sprache: Englisch)
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...
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Klappentext zu „Implementing Strategic Change “
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.
Inhaltsverzeichnis zu „Implementing Strategic Change “
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
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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
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
... weniger
Autoren-Porträt von Danny Samson
Danny Samson is Professor of Management at the University of Melbourne (Australia), and he is also Director of the Foundation for Sustainable Economic Development there. He spent ten years working on corporate strategy with the CEO and top team of an international bank with branches in the UK, USA, New Zealand and Australia. He regularly provides industry and executive seminars.
Tom Bevington is a partner in Bevington Group and its sister company Bevington Process Management Tools. He was CEO of an international computer services organization with operations in 49 countries. His clients have included GE Capital, ANZ, Commonwealth Financial Services, AMP, AXA and Tower.
Bibliographische Angaben
- Autor: Danny Samson
- 248 Seiten, Maße: 15,6 x 23,4 cm, Kartoniert (TB), Englisch
- Herausgegeben: Martina O'Sullivan
- Verlag: Kogan Page
- ISBN-10: 0749465549
- ISBN-13: 9780749465544
- Erscheinungsdatum: 03.04.2012
Sprache:
Englisch
Rezension zu „Implementing Strategic Change “
I rarely receive offers to sustainably free up 10 - 15% of staff capacity without a call on precious capital... Interface mapping has delivered on these promises in three different businesses for me and the staff have really bought into the improvements -- Louis Hawke, Managing Director, Product Strategy And Marketing, Anz Bank Louis Hawke, Managing Director, Product Strategy and Marketing, ANZ Bank The book gives compelling evidence for focussing on the interface activities between teams... Barely a page went by without reminding me that in 45 years of working in the NHS we should have learned how to do this... to save patients from harm, to empower our staff and to avoid wasting money and effort. Tony Giddings, surgeon, recent specialist adviser to the Parliamentary Enquiry into Patient Safety and member of the National Clinical Advisory Team of the UK. We use interface mapping year on year to drive increased returns and volumes whilst building the engagement and commitment of our team. It enables us, with minimal time commitment, to understand where staff are allocating their time so that we are able to adjust our internal processes, job requirements, job design and incentive systems to strategically align the work effort. -- Tom Lucey, Vice President, At General Electric Tom Lucey, Vice President, at General Electric Riveting content. It deserves to be recognised as the standard reference for any organization wishing to achieve strategic alignment of its resources -- Bernie J Mithen, Consultant And Former Victorian Commissioner, Australian Securities And Investment Commission Bernie J Mithen, Consultant and former Victorian Commissioner, Australian Securities and Investment Commission No organization can deliver on better costs containment and productivity gains unless there is a concerted effort to properly manage the many interfaces in processes, across departments and throughout the enterprise. This book is perhaps the first ever to explain how to do that
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really well for amazing results. -- Joan Fitzpatrick, Ceo, Australia And New Zealand Institute Of Insurance And Finance. Joan Fitzpatrick, CEO, Australia and New Zealand Institute of Insurance and Finance.
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