Business process redesign in context: an empirically derived management framework
✍ Scribed by Ashley Braganza; Janet Price; Andy Bytheway; Oscar Weiss
- Publisher
- John Wiley and Sons
- Year
- 1998
- Tongue
- English
- Weight
- 145 KB
- Volume
- 5
- Category
- Article
- ISSN
- 1092-4604
No coin nor oath required. For personal study only.
✦ Synopsis
For many organizations, experience with business process change projects has been disappointing. Despite a variety of approaches to the task, and a variety of definitions of what business process redesign and re-engineering are, there is little attention in reported experiences to the question of other business change initiatives interacting with process changes. Research reported here has investigated the possibility that these interactions might be a factor in the successful achievement of change.
By examining four cases of success, each of which included actual or potential interaction with other business change initiatives, this paper identifies four different kinds of interaction based upon change initiatives having similar or different strategic objectives, and similar or different timescales. These different interactions and appropriate management responses to them are summarized in a framework.
The efficacy of the framework is then tested in two further, more substantial, cases where it was used by the change management teams involved. It was found to be helpful: it assisted in avoiding problems, it clarified required actions, and it allowed more effective deployment of resources. However, it was found that there were political implications if the framework was used insensitively. These can be avoided by careful, ongoing, attention to a shared organizational understanding of the purpose and timescales of change. 1998 John Wiley & Sons Ltd and Cornwallis Emmanuel Ltd.