000			04702cam a2200313 a 4500
001			16963904
003			AU-EpEBC
005			20140305163013.0
008			110915s2012 enk 000 0 eng
010			_a 2011038486
020			_a9780749465544
020			_a9780749465551
040			_aDLC _cDLC _dDLC
042			_apcc
050	0	0	_aHD58.8 _b.S259 2012
082	0	0	_a658.4/06 _223
998			_bEW
100	1		_aBevington, Tom
245	1	0	_aImplementing strategic change : _bmanaging processes and interfaces to develop a highly productive organization / _cTom Bevington and Danny Samson ; foreword by Don Argus.
260			_aLondon, UK ; _aPhiladelphia, PA : _bKogan Page, _cc2012.
300			_axii, 233 p. ; _bpbk ; _c24 cm.
504			_aIncludes bibliographical references and index.
505			_aForeword; 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,
650		0	_aOrganizational change _xManagement.
650		0	_aOrganizational effectiveness.
650		0	_aStrategic planning.
700	1		_aSamson, Danny..
942			_2ddc
999			_c38037 _d38037