Implementing Strategic Change: Managing Processes and Interfaces to Develop a Highly Productive Organization - Brossura
Sinossi
One of the key success factors for any organization is effective strategic change to ensure adaptability and increase productivity. Despite their importance, most change management projects fail – Samson and Bevington's research points to an average process failure level of at least 30% – and the problem is often the conflict between boardroom strategic initiatives and the procedural design.
Their analysis shows that most conflict occurs during seemingly small activities that help drive a process forward and can make up to 80% of many employees' workload – tasks like chasing, following up or seeking permission to proceed. Their experience with over 400 companies in a range of industries proves that business strategy and change implementation rely on deep and close process knowledge. In this book, they offer proven productivity improvement tools to analyze process activities and rigorous and detailed methods to reengineer processes and make change successful.
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Informazioni sull?autore
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.
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Paperback. Condizione: New. 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. Codice articolo LU-9780749465544
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Paperback. Condizione: New. 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. Codice articolo LU-9780749465544
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Paperback. Condizione: new. Paperback. 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. A guide to improving performance and productivity in any organization by effectively connecting business strategy with operations through streamlining interfacing activities. This item is printed on demand. Shipping may be from multiple locations in the US or from the UK, depending on stock availability. Codice articolo 9780749465544
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