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There are many Aspects to Business Change - it’s not just the Technology
Strategy Product Technology People Process Structure Culture
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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
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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
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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
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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
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What’s Going On Inside? The Naïve View
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What’s Going On Inside? Un-guided The Natural Tendency Is Chaos
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What’s Going On Inside? Realistic Ambition
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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
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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
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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?
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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
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Overarching Programme Management
Regulation Channels Customers Suppliers Geography Facilities Market Partners Knowledge Ownership Funding R&D Process Product Culture Structure Strategy Technology People
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