Change or Die

The Business Process Improvement Manual
1. Auflage 2012
ISBN: 978-1-4665-1251-1
Verlag: Productivity Press

Buch, Englisch, 378 Seiten, Format (B × H): 152 mm x 229 mm, Gewicht: 549 g

Leadership success depends on clarifying and simplifying complex problems while maintaining a positive outlook. Change or Die - The Business Process Improvement Manual provides you with the tools to do so. Packed with more than 70 pages of workshop tools, agendas, and activities that detail each of the six stages of the business process improvement (BPI) method, it presents a BPI method that promotes the use of facilitator-led workshops to help you and your team make better decisions.

Developed from empirical research and bolstered by the results of client experience from hundreds of hours of facilitated workshops and BPI activity, Change or Die employs the authors' ENGAGE methodology. To ensure your team achieves its deliverables, the authors walk you through each BPI method. In each chapter you will find:

Objectives and deliverables clearly identified
Real-world examples from companies the authors have worked with—presented using a global manufacturer as an example
Activities, questionnaires, and examples
A self-assessment tool to help you measure progress, identify gaps in team performance, and determine team readiness for the next stage

This resource-rich book includes a CD with supplemental activities, challenges, facilitated workshops, templates, tables, and questionnaires. Tools designed to ease each participant’s path to project success!

Autoren/Hrsg.

Attong, Maxine

Metz, Terrence

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Change Management
• Wirtschaftswissenschaften Betriebswirtschaft Management Prozessmanagement

Inhaltsverzeichnis

Case Study: URHere Co.
Company Background
The GPS Industry
Strategy Map
Scenario
Structure of URHere

Vision and Goals
Build or Validate the Vision
The Challenge
State the Vision
Creating Vision
Set Goals
Perform Gap Analysis
Perform Skills Analysis
Perform Gap Analysis
Illustration
SMART Objectives
Check for Alignment
Develop Action Plan
Relevancy to Business Process Improvement

Change Management
Background
Introduction
People Fear Change
Culture
Business Unusual
Fear
Change Management
Change Management Defined
Managing Change
Develop Components
Conclusion

Stakeholder Analysis
Define Organizational Stakeholders
Process Stakeholders
Group Stakeholders
Acknowledge Stakeholder Interests
Define Stakeholder Strategy Plan
Develop Stakeholder Strategy Plan
Define Communication
Develop a Communications Action Plan
Define Outreach Role
Select Outreach Member
Define Stakeholder Analysis
Determine Stakeholder Risks
Define Stakeholder Opportunity
Perform Detailed Stakeholder Analysis
Mitigate Behavior
Update Analysis
Conclusion

Core Process
A Process Is
Define Core Processes
Determining Core Processes
Identifying Core Processes
Step 1: Define the Organization’s Purpose
Step 2: Determine What the Organization Does to Support Its Purpose
Step 3: Identify the Processes
Step 4: Define the Processes
Step 5: Ask the Question—Challenge
Process View
Define Core Processes
Activities
Tasks
Process View
Conclusion

Business Process Improvement
Definition
Beliefs
Teams
The BPI Approach
Conclusion

Facilitation and Business Process Improvement Methodology
Overview
Benefits
Components
Group Size
Roles
Workshop Life Cycle
Disciplined Leadership
Overview
Guiding Principles
Primary Skills
Considerations
People Principles
Ground Rules
Groups and Conflict

The Case for Business Process Improvement
Labels
Why We Need Business Process Improvement
Vision, Goals, and Objectives
Interactions
Reports Analysis Activity
Step 1: Identify the Reports
Complete the Table
Step 2: Why the Reports Exist
Step 3: How to Eliminate the Unnecessary Reports
Conclusion

Tools for Business Process Improvement
Project Issues
Project Tools
Project Plan
Project Team
Team Composition
Team Charter
Project Budget
Project Timetable
Build Project Plan
Risk and Opportunity Registers
Risks
Risk Register
Opportunity Register
Lessons Learned
Documentation Plan

Process Selection
Introduction
Step 1: Establish What Is Important to the Organization
Step 2: Match Each What to One or More Processes
Step 3: Select from the Competing Whats

Process Characteristics
Introduction
Definitions
Process Characteristics Illustrated

Workflow Diagrams
Overview
Introduction
Questionnaire

Über Autor(innen)

Maxine Attong is passionate about writing, facilitation, and business process improvement. Her strong belief in the power of facilitated teams, the creativity of human beings, and the need for alignment between strategy and process has served as impetus to document her thoughts and experiences in the business process improvements field. Maxine is a graduate of the University of the West Indies (BSc., Accounting) and a Certified Management Accountant (Society of Management Accountants, Ontario). She is also a Certified Manager of Quality with the American Society for Quality, and a life and business coach. Maxine is the chief executive officer of eink Global Company Limited. The company exists to "enhance vision—one process at a time."

Terrence Metz is a founding principal partner and vice president at Morgan Madison and Company. For more than 20 years, through professional and academic endeavors, Terrence has focused on teaching people how to think rather than what to think. His experience has proven that the two most important components to high-quality decision making are:

1. Nobody is smarter than everybody.
2. There is usually more than one right answer.
Terrence is passionate about using and teaching facilitation so that people become more collaborative. He is the lead instructor and primary curriculum developer for MG Rush Performance Learning and introduced the concept of holism to the field of structured facilitation as a method for keeping meetings on target and aligning objectives across an entire organization. With a BS from Northwestern University (NWU, Evanston, Illinois) and an MBA from NWU’s Kellogg School of Management, his experience also includes a Six Sigma Green Belt from Motorola University and additional graduate work in intercultural decision making at Marquette University.