There are many Aspects to Business Change - it’s not just the Technology Strategy Product Technology People Process Structure Culture

Aspects are Interlocked - it’s hard to change one without changing them all Process Product Culture People Structure Strategy Technology Process Product Culture People Structure Strategy Technology Process Product Culture People Structure Strategy Technology

Dramatic Change in one Aspect leads to Widespread Re-adjustment Process Product Culture People Structure Strategy Technology Process Product Culture Structure Strategy Technology People People Structure Process Strategy Technology Product Culture People Structure Process Strategy Culture Product Technology

The Change Journey Timeline Deployment Development Detailed Design Process Product Culture People Structure Strategy Technology Process Product Culture People Structure Strategy Technology Deployment Development Detailed Design Conceptual Design & Business Case Timeline Case for Change

Other Aspects of the Business may be Relevant Ownership Market Funding Customers Strategy R&D Product Technology Channels People Knowledge Process Structure Regulation Culture Partners Suppliers Facilities Geography Deployment Development Detailed Design Conceptual Design & Business Case Timeline Case for Change

What’s Going On Inside? The Naïve View

What’s Going On Inside? Un-guided The Natural Tendency Is Chaos

What’s Going On Inside? Realistic Ambition

Business Change Programme Other Industries Competitors Viewpoints Suppliers Ownership Customers Market Workforce Funding Customers Divisions / Functions Strategy R&D Corporate Strategy Product Technology Channels People Knowledge Process Structure Regulation Culture Partners Suppliers Facilities Geography Deployment Development Detailed Design Conceptual Design & Business Case Timeline Case for Change

Participation Majority of work is best done by the organisation’s own people, guided and facilitated by specialists promotes ownership and buy-in exploits business experience and knowledge retains knowledge within the organisation reduces costs

Participation should target: Corporate strategy Input and guidance concerning overall corporate goals Other divisions and specialist functions Incorporate and amplify current thinking from related activities, eg marketing, HR, etc Workforce Source of knowledge and new ideas Vital to deliver the change Customers What do our customers want? What can they tell us about best practice they have seen elsewhere? Suppliers How can we best work with our suppliers? Competitors What can we learn from our competitors’ solutions? Other industries What can we learn from parallels in non-competitive industries?

Key Deliverables Case for Change Conceptual Design Detailed Design Development Deployment Programme Charter Vision Key Performance Indicators Focus Areas Stretch Targets Case for Change Current Position Best Practices Options Future Solution Quick Wins Transition Strategy Business Case Pilots & Prototypes Detailed Process Descriptions Organisational Design Technology Design Training Design Change Management Plan Technology Acquisition, Development and Installation Process Documentation Training Development Change Communication Organisational Transition Deployment Plan Training Readiness Checks User Acceptance Solution Rollout Continuous Improvement Process

Overarching Programme Management Regulation Channels Customers Suppliers Geography Facilities Market Partners Knowledge Ownership Funding R&D Process Product Culture Structure Strategy Technology People