Includes bibliographical references and index.

Foreword; Preface --
Introduction; Organizational impact of toxic interfaces; The failure of strategic change; Interfaces are not the problem; Best practice using interface mapping; Too good to be true?; How much will this cost?; Does it work in practice? --
01 Business strategy - rigorous formulation, routine underachievement.
Objectives; Introduction; Only half a solution?; Two parts to the strategy - an uncomfortable truth; A need for a change in thinking; Increasing criticality of managing interfaces; Undocumented interfacing activities make up over 50 per cent of routine work steps; Interfacing activities' invisibility; Interfacing activities and strategic impact; Century-old practices abound; Summary --
02 Strategic outcomes from best-practice management principles.
Objectives; Introduction; A complete set of management principles; Understanding the management principles; Link between best-practice principles and interfacing activity; Using principles to achieve staff and management alignment; Summary; Appendix --
03 Making the change needs obvious - the critical role of interfacing activities.
Objectives; How it all started; Exploring interfacing activity; Mapping reality - the paradox; Searching for an approach to mapping interfacing activity; Documenting what really happens; Importance of missing interfacing activities; Confidence from interfacing activity data; The management challenge quantified; Summary; Appendix --
04 Interfacing activities, business strategy and business process innovation.
Objectives; The need for strategic activity categorization; Relating value-added activities to a strategic framework; Support and core activities; Relationship between core activity and noise; Interfacing activity noise drives process innovation;
Noise as an indicator of potential; Summary --
05 Interface activity noise - the foundation of strategic change capability.
Objective; The data; A huge opportunity; Outcome achievement; Situational dependency; Discretionary activity; Summary --
06 Increasing performance.
Objective; Continuous improvement or strategic process alignment?; Value revealed by interface mapping; Difficulties in addressing noise; Analysing noise drivers to achieve strategic outcomes; Summary --
07 Organizational 'genomics' - strategic process analysis focused on implementation.
Objectives; Introduction; Need for a new 'genomic' framework -
summary; The real issue with interface mapping; Organizational 'genomics'; How interface mapping meets the need; Analysing and using interface mapped data; Strategically defining business process change; Summary --
08 Principles by which leading organizations drive change.
Objectives; Introduction; Need for the deployment culture management principles; Exploring the deployment culture management principles; Contrasting approaches; Multi-organization process management; Summary --
09 Using interface mapping to deliver performance.
Objectives; Introduction; Relationship between interfacing activities and the management principles; Installing the principles and aligning business processes; Conclusions --
10 Staying on top: maintaining business outcomes.
Objectives; Introduction; Common approaches to business process do not last; Continuous, strategic business process alignment; Interfacing activities continually change; Up-to-date interface maps; Essential features of an ongoing interface mapping programme; Month 1 deliverables; Determining change priorities strategically; Delivery of the required changes; Locking in the changes; The last step; Conclusions --
11. Definitions and an example of an interfacing mapping tool.
Definitions; Interface mapping tool,