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Reengineering Based on High Performance Teams John G. Mathers 2010

Reengineering Based on High Performance Teams John G. Mathers 2010. ADAPT OR DIE.

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Reengineering Based on High Performance Teams John G. Mathers 2010

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  1. Reengineering Based on High Performance Teams John G. Mathers 2010

  2. ADAPT OR DIE “Organizations can no longer survive making long, slow turns like some huge ship. They must be able to turn instantly in response to a myriad of threats and opportunities — like a school of fish. Each person in the organization must be prepared to quickly change his or her role as the need arises. “Organizations must adapt to this new reality or die.” John G. Mathers

  3. Focusing on the Vision and Values Business Process Organization Structure Vision & Values Management Measurement

  4. Continuous Re-Invention • Evolutionary • System-wide • Demanding The Change Able Organization In an increasingly competitive marketplace, continuous im-provement is:

  5. Continuous Re-Invention

  6. The Stages of Redesign • Offense and Defense

  7. Getting Acquainted with Redesign • Develop senior managers’ understanding of: • The redesign process (Offense) • The fine-tuning process (Defense) • The commitment each person must make • Gain senior managers’ support for the redesign effort (i.e., they are the Redesign Team, overseeing the entire process)

  8. Defense: Building the Five Artifacts • Align Performance Plans at all levels • Initiate networked management systems (Linked Teams) • Start a weekly monitoring system (Work Reviews and Decisive Regular Meetings) • Implement Breakthrough Systems at all levels

  9. The Case for Change • The Redesign Team (the Offense) builds the Case for Change: • Current situation • Consequences of doing nothing • Timing for action • Present the Case for Change to senior management (the Redesign Team)

  10. Sharing the Case for Change • Communicate the need for change, especially the “Wall” • Emphasize the need forsimultaneous Offense (redesign) and Defense (building the Change Able organization) • Continue to build network (linked team) and breakthrough skills

  11. Getting to a Clean Slate • Select a Redesign Team (the “best and brightest”) and teach them Five Artifacts and redesign process skills • Uncover current, core processes (i.e., the clean slate) • Create and simulate alternatives to the core processes • Employ technology in as many aspects of the simulated processes as possible

  12. Preparing the Existing Organization • Communicate the Redesign Team’s progress • As the Five Artifacts are being put in place, focus on fine-tuning the monitoring/tracking systems • Capture all the metrics for the current processes for later comparison with the redesigned system • Plan for expected redeployment of human and other resources

  13. Piloting the New Map • Install and debug the new process (especially new technology solutions) in parallel with existing system • Establish Redesign Team as the new process management team

  14. Staged Implementation • Retrain people for new business opportunities • Redeploy human and capital resources • Begin to realign people and processes in the new business systems

  15. Full Implementation • Move all resources and personnel into the new business systems

  16. Acknowledge the Results • Review the redesign and implementation process and identify metric shifts from the old processes • Prepare for Continuous Improvement processes

  17. Breakthrough Systems Continous Improvement • Begin a new cycle of continued renewal

  18. Re-Inventing the Organization

  19. Speeding the natural evolution of your business 3020 Bridgeway, Suite 414, Sausalito CA 94965 Tel: 1 (415) 381-4660 Email: info@eVoassociates.comWeb: www.eVoassociates.com

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