1.5 - About University

❑❑❑❑Form a steeringcommittee.Select a coreprocess.Determine theprocess redesignowner.Form a redesignteam, with keystakeholdersrepresented.❑❑Get baselinemeasures on theeffectiveness ofthe process.Map wherebreakdowns,errors, conflict,etc., typicallyoccur.• How could we accomplishthese goals withthe least effort, time,and expense?• Where can we optimizethe process?• Where couldinformation technologyhelp us be moreefficient?When a new process designprototype is completed, testand refine the prototype.Be prepared for people notwanting to share informationfor fear of job loss, “It can’tbe done,” “It won’t work,”etc.❑❑❑Obtain seniormanagements’unequivocalsupport onemore time. Themore significantthe change, themore supportand perseverancewill be required.Thoroughly planthe changerequired, bothtechnical changesand humanchanges. (SeeSection 5, Toolsfor LeadingChange.)Ensure that allsystems arealigned tosupport thechange.✔✔✔✔✔✔✔✔✔✔S OMEDOSGet the unequivocal support of top management. Business process reengineering is arevolutionary, quantum leap process. [☛ 5.4 Change Scale]Spend as much time on the people side as you do on the technical issues of redesign.Also, be attentive to the politics. [☛ 5.8 Human Transitions]Get the time and budget to do it right. Process mapping, innovative redesign, and systemwidechange take considerable time and effort. [☛ 5.2 Major Change]Look at the organization as an outside customer or client would. Work from an objectiveand nonvested perspective. [☛ 5.7 Stakeholder Groups]Be clear about goals and results. The redesign is driven by clear goals, not by the tasksinvolved. [☛ 2.3 Directional Statements]Get lots of technical help, especially at the redesign phase.Question everything. Sacred cows will dump all over the redesign.Get commitment and buy-in, early and often. Breakthrough changes require a lot ofcoordinated effort and support. [☛ 5.1 Change Equation, 5.2 Major Change]Use a lot of two-way communication. Don’t wait until the change is announced tobring people on board. [☛ 8.3 Organizational Communication]Map the wider system that the redesigned process needs to fit into. (Failure to haveyour recommendations accepted is often related to a lack of support, rather than to atechnical problem with the recommendations themselves.) [☛ 2.1 Systems Thinking,4.1 Organizational Design, 5.6 Aligning Systems]110 SECTION 4 TOOLS FOR DESIGNING PRODUCTIVE PROCESSES AND ORGANIZATIONS