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 is often the conflict between boardroom strategic initiatives and the working process design of the company. Implementing Strategic Changeshows that most of this conflict occurs during interfacing activity- the seemly small activities that help drive a process forward and can make up to 80% of many employees workload. Examples of interfacing activities include tasks like chasing, following up, seeking permission to proceed. Based on an in-depth study of over 400 companies, the authors have developed a map of business processes from the bottom up and discovered that over 30% of work in most organizations is 'waste'. Implementing Strategic Changewill 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.

Tom Bevington is the Non-executive Chairman of the Bevington Group. He is a former partner in international consultants AT Kearney in Europe and The Boston Consulting Group in Australia. His clients have included GE Capital, Shell, AXA, ANZ Bank and Land Rover as well as utilities and public sector organizations Professor Danny Samson is one of Australias best-known executive educators, having created and led many successful programmes both in Australia and elsewhere. He is Professor of Management Economic Development there.

Foreword	p. ix
Preface	p. x
Introduction	p. 1
Organizational impact of toxic interfaces	p. 2
The failure of strategic change	p. 2
Interfaces are not the problem	p. 3
Best practice using interface mapping	p. 4
Too good to be true?	p. 4
How much will this cost?	p. 5
Does it work in practice?	p. 6
Business strategy - rigorous formulation, routine underachievement	p. 9
Objectives	p. 9
Introduction	p. 10
Only half a solution?	p. 11
Two parts to the strategy - an uncomfortable truth	p. 12
A need for a change in thinking	p. 14
Increasing criticality of managing interfaces	p. 17
Undocumented interfacing activities make up over 50 per cent of routine work steps	p. 18
Interfacing activities' invisibility	p. 22
Interfacing activities and strategic impact	p. 24
Century-old practices abound	p. 26
Summary	p. 29
Strategic outcomes from best-practice management principles	p. 31
Objectives	p. 31
Introduction	p. 31
A complete set of management principles	p. 32
Understanding the management principles	p. 32
Link between best-practice principles and interfacing activity	p. 48
Using principles to achieve staff and management alignment	p. 48
Summary	p. 48
Appendix	p. 49
Making the change needs obvious - the critical role of interfacing activities	p. 51
Objectives	p. 51
How it all started	p. 52
Exploring interfacing activity	p. 54
Mapping reality - the paradox	p. 58
Searching for an approach to mapping interfacing activity	p. 61
Documenting what really happens	p. 65
Importance of missing interfacing activities	p. 69
Confidence from interfacing activity data	p. 70
The management challenge quantified	p. 73
Summary	p. 73
Appendix	p. 74
Interfacing activities, business strategy and business process innovation	p. 79
Objectives	p. 79
The need for strategic activity categorization	p. 80
Relating value-added activities to a strategic framework	p. 83
Support and core activities	p. 86
Relationship between core activity and noise	p. 87
Interfacing activity noise drives process innovation	p. 88
Noise as an indicator of potential	p. 91
Summary	p. 91
Interface activity noise - the foundation of strategic change capability	p. 93
Objective	p. 93
The data	p. 93
A huge opportunity	p. 94
Outcome achievement	p. 102
Situational dependency	p. 110
Discretionary activity	p. 111
Summary	p. 111
Increasing performance	p. 113
Objective	p. 113
Continuous improvement or strategic process alignment?	p. 113
Value revealed by interface mapping	p. 115
Difficulties in addressing noise	p. 118
Analysing noise drivers to achieve strategic outcomes	p. 121
Summary	p. 128
Organizational 'genomics' - strategic process analysis focused on implementation	p. 131
Objectives	p. 131
Introduction	p. 132
Need for a new 'genomic' framework - summary	p. 133
The real issue with interface mapping	p. 135
Organizational 'genomics'	p. 138
How interface mapping meets the need	p. 140
Analysing and using interface mapped data	p. 142
Strategically defining business process change	p. 145
Summary	p. 147
Principles by which leading organizations drive change	p. 149
Objectives	p. 149
Introduction	p. 150
Need for the deployment culture management principles	p. 150
Exploring the deployment culture management principles	p. 162
Contrasting approaches	p. 173
Multi-organization process management	p. 175
Summary	p. 175
Using interface mapping to deliver performance	p. 177
Objectives	p. 177
Introduction	p. 178
Relationship between interfacing activities and the management principles	p. 179
Installing the principles and aligning business processes	p. 180
Conclusions	p. 196
Staying on top: maintaining business outcomes	p. 199
Objectives	p. 199
Introduction	p. 200
Common approaches to business process change do not last	p. 200
Continuous, strategic business process alignment	p. 201
Interfacing activities continually change	p. 202
Up-to-date interface maps	p. 204
Essential features of an ongoing interface mapping programme	p. 205
Month 1 deliverables	p. 206
Determining change priorities strategically	p. 208
Delivery of the required changes	p. 209
Locking in the changes - BCIs	p. 210
The last step	p. 211
Conclusions	p. 211
Definitions and an example of an interfacing mapping tool	p. 217
Definitions	p. 217
Interface mapping tool	p. 219
References and Literature Researched	p. 220
Index	p. 227
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Implementing Strategic Change

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