"… a systematic and institutional capacity for change today is the company's only valuable asset." Michael Hammer, Beyond reengineering
You may be responsible for your business, but do you manage it? How many times have you attempted to maneuver your business in a particular direction to find it unable to answer the right times or methods? Do not be fooled by the ability to control and move the company just as good as its inherent ability to respond to the need for change, the ability to change business. Would you accept a car with a tire steering column and 0-60 at any time? Of course, no, why accept equivalence in managing business changes?
Have a good look at your own business. During operation, you can do a good job of serving your customers. The management may have a good team who is planning and supervising day-to-day operations, but how well can you cope with the changes? How many IT projects are on the go? How many reorganizations or offices are moving? What's the effect? What is the cost? What are the benefits? Who does who and when? How do you know? Can you change the direction and momentum of the reengineering program within your tools? Is change a necessary evil or a successful option? Probably a bit of both, but one thing is certain it will not go. Variable Imperative
Every business has to change over time, or it will not succeed. Commercial landscape is constantly changing due to the interaction between the market, legislation, technology and competitors. Two things are needed to navigate the landscape: headlights and sensitive vehicles. New and small businesses usually have the latter. They do not have the huge cultural, technical, and customer heritage of older, older companies to hold them back. The more intelligent investment of these companies has invested in good headlights. As they succeed, they are inherited to slow them down, unless they have of course created business change in line with their growth.
So what is business change ability? Let's start by defining a business change. Every business naturally has the ability to cope with the limited amount of variation in the cases they handle. Shops can handle different sizes and blends, manufacturers can produce unique products, hospitals can treat different illnesses and injuries. The two-day operational efficiency of efficiency and efficiency creates a compromise. Efficiency gains usually result in specialization which, in turn, reduces the ability to handle diversity, while effective operation requires it to be able to handle the choice offered by the chosen market. Fast food a la carte service. At the end of the day, a given operational model is implemented. Any change in this operating model is a business change. Business capability is the way to make business changes efficiently and efficiently (there). This is all right, all you have to do is improve your way to reorganize, implement systems, or relocate your office.
House of Cards
If it's just that simple. Businesses are incredibly complicated and sensitive organizations. They can lock the director dictate without flashing, but they can change the coffee in the finance ministry and the accounts will be three times longer for processing. The above-mentioned operational model is not as simple as an organizational chart or flowchart. Multi-dimensional. Relocate space and influence processes, roles, infrastructure, and communication. Modify the structure of the classes and affect workplaces, systems, facilities, flow of information, and loyalty. The introduction of the new system will change processes, skills, responsibilities, and data. Any potential change should be considered holistically in order to increase the chance of success (or for those whose cup is half empty to reduce the risk of failure). ] Taking into account the holistic perspective of change, they create a completely new way of thinking compared to the more traditional change aspirations. There is no "system implementation" project, there is a "process improvement through faster information access and removal of organizational boundaries" projects. There is no longer a "reorganization" initiative, clarifying roles and responsibilities through clear ownership of processes and implementation of support system initiatives. The days when a new system or organizational structure from a high altitude into a business dealership without being assured of being integrated will have to end. Turn on the lights
holistic view of business change we begin to notice something. There seems to be more interference in the company's various change initiatives. Joe's new customer service process relies on roles Fred removes on his Web site. Helen's teamwork initiative is influenced by Sue's relocation project. The holistic view did not create these overlays, but simply made them visible. To create a picture, we need a common language for any initiative that allows for overlapping. This language is created in the form of business models.
Business models provide a business image and text description. These are a series of maps for which change activity can be depicted. Just by using a common family of models in business and setting each change to who is doing who and where the effort is repeated or missing. In the absence of this, time, money and energy are lost regardless of the willingness and the best intention of the participants. These models must cover the different perspectives required by the holistic view. This includes process, organization, systems, data, and location. "That's all good and good" I hear you say, but these models are always outdated. "" No, if we're building their maintenance into the change process, "I'll reply, which is what you get to the next topic: method
Do you like it or not every business has a method or if you like , processes.What good is another thing, but every business has a way to work.You know what to do when certain events happen, for example, a client who orders. Similarly, to make business changes, we need a procedure or a set of What to do if we identify a possible change What to do if a change project needs to modify its scope or is unable to deliver it How to handle a new business idea How to handle simple process development How to allocate resources to dozens of competing changes ? The ability to respond to these issues must be able to respond to these issues with the set of processes, roles and support systems that can handle these situations. The benefit of such a skill is that it improves itself. This is just another set of new business processes that can be modeled and altered. So what is it …..?
So what does all this mean? This means that through repetitive processes that help holistic potential changes, evaluate their impact and interdependence, determine the optimum combination of integrated change initiatives throughout the company and maintain accurate business models. the company is through the blend of mine field and oil field in the corporate landscape. Without getting to know this with rubber steering and spongy reaction … but then maybe it's time for a service.
Source by Mick Wren