cameron and green making-sense-of-change-management

The applicationspeople will be affected, and orientate their internal structures and skillsaccordingly. This might mean setting up some quite different structures.Some central HR departments that we have worked with are nowproviding help desks and supporting users of IT, while offering HR policyguidance rather than taking on a full HR management role.ACHIEVING PROCESS CHANGEIT-based change is about process change. It involves people doing differentthings in different ways with different inputs and different outputs. Newor improved IT systems are brought in to either increase efficiency or toallow innovation to occur, not to simply automate what is already there, soprocess change almost always occurs. But how is this best achieved?In this section we compare two different approaches to process change.These are BPR (business process re-engineering) and socio-technicaldesign. We look at the pros and cons of these two approaches, and investigatehow these two approaches can be combined to offer a new way ofsuccessfully improving processes using IT as a lever.BPRBPR is one of the best known approaches to achieving IT-based change inorganizations. It was first set out in a book by Hammer and Champy in1993, entitled Reengineering the Corporation: A manifesto for business revolution,and was received with much enthusiasm from the business community,appearing to offer the answer to how to achieve radical change andmaximize effectiveness. The tenets of this approach are:• rigorous focus on business processes that deliver value to the customer;• radical process redesign from scratch, leading to radical transformation;• all unnecessary process detail is eliminated;• old processes are obliterated;• redesign produces processes that give significant strategic improvementsin competitive performance;• enabled by IT.296