IS IS 788 [Process] Change Management  Lecture: Detailed look at a real-world process change case (El Sawy, Ch. 6)  Presentation and Discussion – “Why Change Programs Don’t” – Lisa Anderson

IS A semi-real process change example  Based on a real-world case and modified (by IBM) for teaching purposes  Two objectives Redesigning the organizations interface to the consumer Enterprise integration – better linking front and back office Both, of course, under the primary objective of better customer service leading to higher profitability

IS Redesign as an iterative (as opposed to a waterfall) process

IS El Sawy, p. 139 Note that this methodology includes generating specifications for IS. Explicit identification of how business partners will be effected by the process change.

IS Process Scoping Report (phase 1)  Executive summary  Process performance targets (goals)  Process boundaries  Key process issues (problems, bottlenecks, shortcomings)  Preliminary vision of new process  Data collection plans for phase 2 Plus

IS Several interesting analyses  In El Sawy but not in Harmon  A process SWOT  An analysis of the process environment

IS p. 95 – Poloma bank SWOT

IS p. 96, Poloma Bank Assessment of Work Environment

IS Zyco auto insurance  Streamiline customer service process – preparatory to full ‘e’ing of the business  Enhance (make easier and more profitable) their partner’s dealings with them  One process of many – the auto windshield repair claims process

IS sub-processes  Check insurance coverage Repair shops must now call agent or Zyco and either wait for proof of coverage or proceed and risk non- payment  Repair windshield  Process claim and pay Possibility for fraud – customer may add coverage after windshield damage

IS Process measures defined before implementation Performance specifications for the new process

IS Skeleton process with its 3 subprocesses

IS Identify problems through AS-IS modeling  Information flow to partners and customers inadequate Repair shops must call insurance agent or company Customers not sure which shops are approved  Internal information silos Front office and back office information sharing slow – potential for fraud

IS Phase 2 steps  Modeling the AS-IS process  Analysis of problems including Interviews with process actors On site observation and analysis  Measurement of key parameters in the current process

IS Note the different cases identified in the course of measurement. This is critical – the assumption of uniform claims cases would make meaningful analysis impossible. * Best case * Worst case * Average

IS File these with Harmon’s ‘patterns’ (from Ch. 10). Analysis heuristics to focus attention on specific common process issues.

IS From problem identification to process improvement!

IS Then simulate the TO-BE process.

IS Then, the implementation  Note that El Sawy is a a bit “old school” – heavy on analysis and design, but lacking any emphasis on change management.  In fact El Sawy, Ch. 6 ends without a mention of change management or even implementation. (The simulation says its good, so... )

IS A good way to end any project; summarize all the positive results: Partner Impact Report (1)  Benefits to process actors, both “hard” – quantative and “soft” – qualatative Customer  Shorter cycle time  One-stop shopping (no need for multiple estimates) Agent  No phone calls from glass shops  Elimination of denials  Better customer perceptions

IS Partner Impact Report (2) Zyco  Elimination of phone calls from glass shops to verify coverage  Elimination of denials  Added capacity  Cost savings = 149K/yr  Reduced fraud possibility Glass Shop  No need to call insurance co/agent and wait  Better customer service  Less financial exposure