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S12_BPM_Managing_Change_Process

S12_BPM_Managing_Change_Process - Managing/Leading Change...

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Managing/Leading Change Process: An Overview Applying useful frameworks, best practice principles , and techniques for managing organizational change efforts
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ORGANIZATIONAL CHANGE: HOW GOOD ARE WE? Reengineering programs have only about 33% chance of success.* Mergers and acquisitions succeed just 29% of the time.* Quality improvement efforts achieve their goals 43% of the time.* Kotter research 15% of companies successful (15 out of 100 studied, from article you read) Information systems (IS) projects. (Survey of 365 firms)** • 32% of projects are canceled before completion 53% cost more than 180% of original estimate • average project cost overrun is 222% 16% completed on-time and on-budget Some IS project classics include:** • California Department of Motor Vehicles: After 7 years and $49 million spent, project abandoned • Denver Airport baggage handling system: 16 months extra effort to fix bugs costing $45 million • Foxmeyer Drug, a $5 billion company filed for bankruptcy in 1996, arguing that the primary cause of problems was failed ERP implementation. * Source: Mauser, Rick. “Building Capacity for Change,” Leader to Leader , Spring 1998. **Source: Sacovan, C.L. Managing MIS Project Failures , Dissertation Research, 1998. What causes us to do so poorly?
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Change Principles/Best Practices?
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MANAGING CHANGE: AN OVERVIEW “AsIs” Present System State (Problems) “ToBe/AsIS” Desired/Present System State (Outcomes) “ToBe/AsIS” Desired/Present System State (Outcomes) Resources Action Steps (Change Process) (Methodology) Time System Changing (Target/boundary/scope): Me, You, Team, Department, Organization, Society View of Target: Person [framing, emotions, perceptual positions] Organizational Work System (Team, Department, Organization) [STS] View of Change Process: Action Steps (Methodology) Keys to Success Useful outcomes (vision, goals…) Good Interventions/Change Programs Manage the process well Systemic view of target Follow best practice principles Know yourself (beliefs, views, etc.) Evolutionary
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DEVELOP A SYSTEMIC PERSPECTIVE OF THE CHANGE (Systems Thinking Based Principles) Key Skill: The ability to develop desired states (Vision, Mission, Purpose, Goals, Outcomes) and communicate them; and the motivation to change self and others to obtain desired state View the organization from a holistic system perspective (STS) Jointly optimize performance and people (employee satisfaction/QWL) outcomes/goals (balance set of goals; Balance ScoreCard idea) There must be a felt need (problem/pain or outcome/pleasure) or sense of urgency for change/learning to take place All organizational learning and change takes place at the personal level, people are the key! Most people behave in line with the way they are measured/rewarded. Design reward system to support desired behavior.
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Manager Role: Managing a Socio-Technical System INPUTS (Raw Materials, Information, etc) OUTPUTS ( Products or Services) PROCESSES TECHNOLOGY PEOPLE-ROLES STRUCTURE Technical System Social & Social Support (Rewards, etc.) Systems
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