iÉííÉê - HPO

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iÉííÉê - HPO

Performance Oriented

Change Management

Success in today‘s market environment is strongly dependent upon both the timely

recognition of strategic options and the determined implementation of appropriate measures.

At the same time a company has to be continually improving efficiency. This requires that the

entire organization be willing to undertake the necessary changes. The prerequisite and

guarantee for this willingness to change is a methodically supported „Change Management“

which begins with the organization’s leadership.

With performance oriented change

management a strategically desirable

change is initiated so that those affected

and those involved can optimally support

the change process and make it their own.

This has nothing to do with the behavior,

often incorrectly sold as ‚Change

Management‘, which tries to make the

consequences resulting from the change

processes easier to digest for those

affected!

Choosing the correct project approach is

crucial for performance oriented Change

Management. The HPO management

approaches are:

� The methods are provided – solutions

are for the most part worked out by

those affected.

� Those employees affected are involved

in a timely and appropriate manner –

they are certain that their arguments

have been heard and understood.

� Direction is provided top-down, the

goals are set, and enthusiasm is

created – verification and willingness

are ensured bottom-up.

The creation of high performance

organizations is the specialty of HPO. And

this, almost without exception, involves

change processes. Crucial for this

approach is to integrate the management

of the change processes into the

appropriate design of the organization –

from the strategy, through to the business

process model, and finally to

implementation. Only in this way can a

successful change effort be achieved,

which is supported by the majority of

employees and is thereby sustainable.

Read on the next pages how Swisscom

Mobile changed their network development

from an organization focused on ‚mass

production‘ to one specialized in ‚small

production series‘, thereby significantly

reducing throughput time and costs.

NewsiÉííÉê

3 / 2006

Thierry Lalive d‘Epinay

Managing Partner HPO AG

Lars Mächler

Project leader HPO AG

„The HPO approach involves

those affected early on. By

using strict, comprehensive

methods solutions are

developed step by step on

each respective hierarchical

level, which later leads to

solution implementation.

The strong identification of

employees with this approach

is the basis for a determined,

engaged, and goal oriented

effort.“


Swisscom Mobile:

Wireless Antennas on Demand

The wireless phone industry is influenced by an array of dynamic forces.

The wireless phone network, as the backbone of the industry, cannot

withdraw itself from this dynamic environment. Market leader Swisscom

trusts HPO to support in securing their key value proposition „best net“.

Starting Point

The wireless phone industry is undergoing

massive change. Especially in the area of

network development, the already high level of

network coverage and increasing resistance of

the public against new antennas warrant a

paradigm shift. At the same time the intensive

price competition in the wireless industry

demands corresponding efficiency gains on the

cost side.

Goal

In order to rise to the challenge posed in the

construction of wireless antennas, the following

goals were defined:

�Making production more flexible: moving away

from mass production to small production

series

�Reduction of throughput time

�Clarification of interfaces to the outsourcing of

activities to third party companies

Approach

The chosen pragmatic approach is based on

proven HPO methodologies

�Modelingplan 5M© and

�Processplan 7P©

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Results in specific phases of the business design

Phases of

the

business

design

Results

(hard

factors)

Results

(soft

factors)

Strategy

development

/ -focus

•Common understanding of

the strategy

•Consistent overview on the

fundamental elements for the

business design

•Roles

•Commitment of top

management

Macro-

Design

• Macro model

• Organisation

• Measurements

• Commitment of the next

management level and key

people

Micro-

Design

Beispiel ISO 9000 konformer Prozeßflussplan

Prozess: Neukundenakquisition TP 1

Flussdiagramm

Input Tätigkeiten Output Verantwortlich

Strategischer

Marketingplan,

Daten von Adress-

Broker

Strat.

Marketingplan,

Kommunikationsdatenbank

Reminder

(Kontakt-plan),

Bereits kontaktierte

Nicht-

Kunden

Kunde, Reminder

(Kontaktplan)

aktives

Kundenintresse

Start

1.1

Kundendaten

erheben bis zur

Vorgabequote

M1

Strat.

1.2

Marketingplan,

Kommuni-

Themenspeicher

kationsziele

und -inhalte

festlegen

M2

M3

1.3

Kompetenz

darstellen

1.4

Interesse

wecken

1.5

Positive

Reaktion?

ja

TP 4

Verkaufen

Ende

nei

aktualisierte MM (DZ, TM)

Kundendatenbank

(Ansprechpartner,

Funktionen,...)

Kommunikations- MM

matrix, -inhalte

Bedarfsfall, MM (DZ, TM,

aktualisierte DB, ADM, ST)

Antworten auf

Kundenanfragen

MM (DZ, TM,

ADM, ST)

Positive Rück- MM (DZ, TM,

meldung vom ADM, ST)

Kunden?

Angebotserstellung ADM, DZ

& Verkauf (Aufruf

des

Verkaufsprozesses

)

2 4

erstellt geprüft freigegeben gültig ab Re vision xxx.doc

9.5. 96 22.6.96 001

Da tum

Zeichen von Seiten 11. Februar 1997

• Detailed business processes

• Implementation plan

• Implementation

• Continuous improvement

• Commitment of the basis

• Changed company culture


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Äó=ëíÉé

The HPO methodological tools

Strategy

Macro-design

Shaping of optimal

Business model

Delivery

Development /

(Modelingplan 5Md©)

consistency of strategy

(Strategyplan 5S © ) Shaping of optimal

Business model

Innovation

(Modelingplan 5Mi © )

The approach is subdivided into the following

three phases:

Ist Analyse

� Identification of weaknesses

� Development of transparency and common

understanding

� Delineating optimization levers

Solution Development

� The conduct of industry internal and external

benchmarkings

� Define rollout processes from goal setting to

fine tuning

� Define clear cut interfaces in a cascade of

order relations

� Take into account the advantages of

centralization, without reducing local

advantages

Implementation

� Defining relevant processes down to the

micro level

� Systematic coaching on the part of HPO

Micro-design

Business Process (Processplan 7P © )

Information / IT Mgmt (Infoplan 7I © )

Human Resources (Humanplan 7H © )

Culture (Cultureplan 7C © )

Communication (Dialogplan 7D © )

Implementation

Change management is an integral part

of the approach. Along with the

transparent approach according to the

HPO methodology, the intense

involvement of employees is an

essential part of making permanent

changes. Very quickly the project lead

was given to the accountable

employees. HPO acted primarily as the

methodology supplier and coach.

Resultat

Thanks to the chosen approach the

paradigm shift from mass production to

small production series was realized,

which was the decisive foundation for

achieving the set goals:

� Throughput time was reduced by a

third

� 30% less resources were required

� Interfaces for a potential outsourcing

move to third party companies were

clarified. However, through significant

internal improvement all later “make or

buy” questions were answered with

“make”.


Wolfgang Weber

Chief Technical Officer (CTO)

Swisscom Mobile AG

HPO AG

Kantonsstrasse 14

CH - 8807 Freienbach

Tel +41 (44) 787 6000

Fax +41 (44) 787 6060

welcome@hpo.ch

www.hpo.ch

Creating competitive advantage in business

critical processes with HPO

«In a market that is simultaneously defined

by aggressive price competition and a high

rate of innovation, business critical

processes must be continuously optimized

to secure competitive advantages.

Efficient and flexible network development

is crucial in securing the value proposition

„best net“ for Swisscom Mobile. The rollout

had to be made more flexible, away from

mass production to small series

production. At the same time, the

throughput time and costs had to be

massively reduced. This meant a

fundamental change in how the network is

built.

The HPO Value Proposition

1

Strategic

Reorientation

/

Strategy

Check

„Definition or

assessment of

strategy –

consistency of

goals, resources

and structures“

2

Seizing new

Potential

„New and

profitable revenue

growth building on

today‘s success

potential and a

executable plan“

3

HPO was able to show us where

optimization potential can be found and how

this potential can be realized. The integral

HPO approach, the goal oriented coaching

by the HPO team, and the successful

empowerment of the employees involved,

led to a deeply entrenched change in the

organisation.»

High

efficiency

with process

based

organization

„Optimal

business

processes with

sharply defined

interfaces and

simultaneous

quality

improvement“

One integrated approach

4

Industry

specific

expertise

„Industry specific

experience and

competence in

manufacturing,

services, and

public

administration“

Our Name is Program:

We are Management Consultants for High Performance Companies.

Wolfgang Weber

5

Innovation

„High hit rate and

reduction of timeto-market

by

increasing the

ability to plan and

manage

innovation

activities“

High Performance begins with a consistent strategy. Together, we will develop or assess your strategy.

We will implement your strategy and promote lasting improvements in your results by multiple EBIT points. The

value we add exceeds our costs by at least a factor of ten.

We accept performance based fees. And we have good reason to because we will improve your performance

with our own proven methodology. Step by step. To success.

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