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Informationen zum Autor Professor Danny Samson is one of Australia's best known executive educators, having created and led many successful programs both in Australia and elsewhere. He is Professor of Management at the University of Melbourne and is Director of the Foundation for Sustainable Economic Development there. Tom Bevington is a partner in Bevington Group and its sister company Bevington Process Management Tools. He has experience in both technical and management roles in IT and was CEO of an international computer services organisation with operations in 49 countries. Tom Bevington is a specialist in Business Process Management with experience of over 200 change programs. Clients have included GE Capital, ANZ, Commonwealth Financial Services, AMP, AXA and Tower. He has been one of the key drivers behind the development of the XeP3 business process management tool. The tool, which provides easy to use facilities for mapping, measuring and project managing business outcome focused change, has recently been licensed by Shell International for managing their worldwide process change and standardisation agenda. Klappentext 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. Is written from a joint academic and professional perspective Zusammenfassung A guide to improving performance and productivity in any organization by effectively connecting business strategy with operations through streamlining interfacing activities. Inhaltsverzeichnis Foreword Preface Introduction Organizational impact of toxic interfaces The failure of strategic change Interfaces are not the problem Best practice using interface mappingToo 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
