A guide to improving performance and productivity in any organization by effectively connecting business strategy with operations through streamlining interfacing activities.
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.
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
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
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
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 really well for amazing results.
Joan Fitzpatrick, CEO, Australia and New Zealand Institute of Insurance and Finance.
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 organization with operations in 49 countries. Clients have included GE Capital, ANZ, Commonwealth Financial Services and Tower.
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.