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Implementing Strategic Change

Managing Processes and Interfaces to Develop a Highly Productive Organization

A guide to improving performance and productivity in any organization by effectively connecting business strategy with operations through streamlining interfacing activities.
EAN: 9780749465544
Edition: 1
Format: 234x157
248 pages

About the book

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.

About the authors

Daniel Samson

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.

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Tom Bevington

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.

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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