The 1990s will be remembered as the start of constant and persistent organizational change due to competitive and marketplace pressures that created the Brand U revolution. The constant change resulted in new work rules and expectations. Change labels include continuous process improvement, total quality, redesigning, reengineering, and transforming organizations. All of which mean reworking the …
Brand U organizations are the New Economy organizations. They are fast and adaptable. Brand U organizations, such as Intel, Microsoft, and Ford, focus on what they do best: their core processes. Process orientation involves a change of mindset, a change in how they perceive and approach their work. A process orientation is a paradigm shift …
Be prepared Solicit everyone’s input Develop an agenda Follow an agenda Take smart risks Respect difference Judge not, unless you be judged
Two roads diverged in a wood, and I – I took the one less traveled by, And that has made all the difference. Robert Frost
What do tulips and Internet and Social Media stocks have in common? Maybe a lot or nothing at all? But, read on. What’s the best way to describe what’s happening on the Web? Folks are searching for the right metaphor to explain the current frenzy over Internet stocks. The Dutch tulip mania illustrates what happens …
The machine rules. Paul Ambroise Valery, Philosopher Today’s electronic world (e-world) is transforming work by creating new work processes. Just about everything we do in business interacts with technology. Computers and information technology have evolved into organizational nervous systems. They touch and ultimately transform the entire organization. Brand U’s know how to use technology to …
No compelling sense of urgency Flavor of the month Lack of vision Lack of senior management support Middle management hinders the process Fear of learning new tasks and methods Key stakeholders not consulted No understanding of the technologies surrounding change Euphemism for being fired Imposed on the organization Underestimating implementation requirements People, team, and organizational …
The external customer in varying degrees is usually the driver of either a transformational or an incremental process change. A radical transformation may ensue if the customer is very unhappy with a product and may litigate because of health, safety, or environmental concerns. Or, the customer is simply unhappy with performance or product quality. Or, …
Develop a vision of the new process Create a project management structure Identify customer requirements Flowchart present processes Define value in each process step Identify process disconnects Eliminate unnecessary work steps Identify and understand sources of variation Conduct gap analysis between the present process and new process Train people Proceduralize the new process Monitor …
Hammer and Champy popularized the idea of a process-centered organization in their book Reengineering the Organization. They said organizations should be core processed and other key activities should be outsourced and project managed. Hammer tells a story where he visited a vertically structured company where Sales, Marketing and Engineering were silo departments focusing on internal …