1. Introduction to EIS Simulation

2. Network Organisations
Change Initiatives
Core Competencies
Self-Directed Teams
Empowerment
Network Organisations
TQM
Cycle Time Reduction
Business Process Re-engineering
eCommerce eBusiness
ERP
XRP
Benchmarking
Shareholder Value Analysis & EVA
Knowledge Management
Customer Satisfaction Surveys
Over the past 20-odd years there have been many attempts at helping management rationalise their decisions in tools, models and techniques, aimed probably at giving them the ammunition to ‘sell’ changes to their organisations.
Bain & Co (1995) have discovered that, although the use of such management tools & techniques is high and increasing, there is absolutely no correlation between the number of tools used and financial performance.
Balanced Scorecard
Customer Retention
1988
1990
1992
1994
1996
1998
2000
2002
Source: Management Tools & Techniques (Bain & Co, 1995)

3. Change Initiatives: facts & figures
Typical outcomes:
50 to 70% of Re-engineering Initiatives FAIL
<20% of IT projects completed on time and within budget;
~30% of IT projects cancelled before completion (Standish Group report, 1995)
sophisticated Management Systems are seldom used or mis-used …
… and generate a lot of FRUSTRATION

4. Change Initiatives: facts & figures
Key Factors:
Organisational resistance 82%
Insufficient executive sponsoring/support 72%
Unrealistic expectations 65%
Inadequate programme management 54%
Unclear business case %
Lack of qualified resources 44%
Scope of expansion/uncertainty 44%
Ineffective leadership %

5. Change is a Process in 4 Steps:
Dynamics of Change
Change is a Process in 4 Steps:
Awareness: people become aware of the need
Interest: people show an interest – they are curious to know more about it
Trial: people want to try – to test & evaluate
Adoption: people become regular users

6. Dynamics of Change Attitude towards Change / Resistance to Change5%
45%
Late Majority “10-proof people”
Early Majority “1-proof people”
Early Adopters
Resisters “Outlaws”
Innovators “Pioneers”
negative
positive
Attitude towards change

7. Speed of Adoption / Ease to Convince Attitude towards change
Dynamics of Change
Speed of Adoption / Ease to Convince 5%
45%
“easy”
“very hard”
“hard”
“normal”
negative
positive
Attitude towards change

8. LingHe Simulation® a Business Game… ? Management “flight simulators”
Flexible
Risk-free
Fun
Used at major business schools and in corporate executive & management development programmes
LingHe Simulation® is a registered trademark of AlphaLabs, France

9. LingHe Simulation® - Briefing
Context
Your Mission
Tactics / Initiatives
The User Interface
Supporting Materials
Turn to your PC

10. LingHe Simulation® - Briefing
Context  click on “YOUR MISSION”
Why this particular context ?
privatisation of State-owned Company
local management have no real motivation to change
HQ have no real power base to impose change
 traditional top-down ‘rule by edict’ no longer works

11. LingHe Simulation® - Briefing
The impact for LingHe Company  click on “The Change Plan”
What is a Performance Management System ? (PMS)

12. LingHe Simulation® - Briefing
What is the aim of the business game ?
 click on “YOUR CHALLENGE”
So what do we do ?
 click on “HOW TO GO ABOUT IT”

13. LingHe Simulation® - Briefing
Define your Strategy
from: clear objectives to: “how to get there”
Determine which tactics will you use, with whom, and when

14. LingHe Simulation® - Briefing
choose among 20 different initiatives (tactics)
initiatives are aimed at
gathering information
taking direct action to convince one or several managers, and thus influence their willingness to adopt the proposed innovation.
immediate feedback on impact of your decision

15. LingHe Simulation® - Briefing
Study the Tactics / Initiatives
Do not take at face value (eg. “breaks”, “sandwich”)
Discuss & Agree on Strategy
Determine which tactics will you use, with whom, and when
You may at any time review your strategy (take note of when & why)

16. Good luck !