Implementing Strategic Change

1. Auflage 2012
ISBN: 978-0-7494-6554-4
Verlag: Kogan Page

Buch, Englisch, 248 Seiten, Format (B × H): 156 mm x 234 mm, Gewicht: 383 g

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.

Autoren/Hrsg.

Samson, Daniel

Bevington, Tom

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Strategisches Management
• Wirtschaftswissenschaften Betriebswirtschaft Management Unternehmensorganisation & Entwicklungsstrategien

Inhaltsverzeichnis

• • Chapter - 00: Introduction;
  • Chapter - 01: Business strategy – rigorous formulation, routine underachievement;
  • Chapter - 02: Strategic outcomes from best-practice management principles;
  • Chapter - 03: Making the change needs obvious – the critical role of interfacing activities;
  • Chapter - 04: Interfacing activities, business strategy and business process innovation;
  • Chapter - 05: Interface activity noise – the foundation of strategic change capability;
  • Chapter - 06: Increasing performance;
  • Chapter - 07: Organizational ‘genomics’ – strategic process analysis focused on implementation;
  • Chapter - 08: Principles by which leading organizations drive change;
  • Chapter - 09: Using interface mapping to deliver performance;
  • Chapter - 10: Staying on top: maintaining business outcomes;
  • Chapter - 11: De?nitions and an example of an interfacing mapping tool

Über Autor(innen)

Bevington, Tom
<p><b>Tom Bevington</b> 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.

<b>Tom Bevington </b>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.</p>

Samson, Daniel
<b>Professor Danny Samson</b> 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.

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.