Copyright © Simon Wallace, March 2002 There are many Aspects to Business Change - it’s not just the Technology Process Product Culture People Structure Strategy Technology
Copyright © Simon Wallace, March 2002 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
Copyright © Simon Wallace, March 2002 Dramatic Change in one Aspect leads to Widespread Re-adjustment Process Product Culture Structure Strategy Technology People People StructureProcess Strategy Technology Product Culture Process Product Culture People Structure Strategy Technology People StructureProcess Strategy Culture Product Technology
Copyright © Simon Wallace, March 2002 The Change Journey Case for Change Deployment Conceptual Design & Business Case Detailed Design Development Process Product Culture People Structure Strategy Technology Timeline Process Product Culture People Structure Strategy Technology
Copyright © Simon Wallace, March 2002 Case for Change Deployment Conceptual Design & Business Case Detailed Design Development Timeline Other Aspects of the Business may be Relevant Regulation Channels Customers Suppliers Geography Process Product Culture Facilities People Structure Market Partners Strategy Technology Knowledge Ownership Funding R&D
Copyright © Simon Wallace, March 2002 Business Change Programme Corporate Strategy Competitors Other Industries Suppliers Customers Divisions / Functions Workforce Viewpoints Regulation Channels Customers Suppliers Geography Process Product Culture Facilities People Structure Market Partners Strategy Technology Knowledge Ownership Funding R&D Case for Change Deployment Conceptual Design & Business Case Detailed Design Development Timeline
Copyright © Simon Wallace, March 2002 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
Copyright © Simon Wallace, March 2002 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? –What can they tell us about best practice they have seen elsewhere? Competitors –What can we learn from our competitors’ solutions? Other industries –What can we learn from parallels in non-competitive industries?
Copyright © Simon Wallace, March 2002 Key Deliverables Case for Change DeploymentConceptual Design Detailed Design Development 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
Copyright © Simon Wallace, March 2002 Overarching Programme Management Regulation Channels Customers Suppliers Geography Facilities Market Partners Knowledge Ownership Funding R&D Process Product Culture Structure Strategy Technology People