change management - an untapped tool of process improvement
TRANSCRIPT
Dr. Joseph DrasinIIBADC Washington, DC Feb 8, 2017
3
Story TimeAt your table:1) Share your best and worst change experience2) Each table will then share out their favorite
Most process improvement and change professionals are doing amazing work, and still not having as much impact as they would like.
The reality:
Chapter 1Why are there so many problems with business processes?
Chapter 2Why is it so hard to change them?
Chapter 34 ways we can have more influence and impact
Why are there so many problems with business processes?
Most business processes are poorly designed
Chapter 1:
Process “fit” decays over time
• Deliver services to a more diverse constituency• Broaden and enrich their services• Deliver services as a seamless enterprise• Build modern services on an infrastructure of
deferred investment• Leverage “big data”• Do all this with fewer resources
PoliticalEconomicSocialTechnologicalLegalEnvironmental
Thesearechanging(alot)Organizationsareaskedto…
Why it is so hard to change them?
Chapter 2:
Change is really hard
The current business environment has not helped
Your role is to ask very busy people to spend time, money, and political capital on something which is hard and maybe risky
Your role
4 ways we can have more influence and impact
Chapter 3:1. Think of business processes as systems2. Accept the modelers dilemma3. Understand how to translate4. Make the analytical emotional
#1: Think of business processes as systems
#1: Think of business processes as systems
Admiss
ions
Fina
ncialA
id
Registrar
College
Recruitin
g
Housing
Dinn
ing
DOTS
……..
Recruit&AdmitaStudent
Step5DetailsStep4DetailsStep3DetailsStep2DetailsStep1Details
ParticipatingOrganization
ParticipatingOrganization
ParticipatingOrganization
ParticipatingOrganization
ParticipatingOrganization
ParticipatingOrganization
ParticipatingOrganization
ParticipatingOrganization
ParticipatingOrganization
ParticipatingOrganization
Title of Process
Trigger(s)
ProcessPhase1
ProcessPhase2
ProcessPhase3
ProcessPhase4
ProcessPhase5
ProcessResult(s)
Tools Data
SystemXDatabaseYABCToolXYZSystemDept.FileShareP
EmailExcelSpreadsheetsPDFXyzWebsite
UserProfileOrganizationRoleUnitEtc.
ProfileLogisticsItineraryApplication
Mission,strategy,goals,andobjectives Culture,corecompetencies,andmanagementsystems
InformationSystem/IT
WorkflowDesign
Title of Process
HumanResources&Organization
Motivation&Measurement
Facilities/Physical
EnvironmentPolicy&Rules
supports constrains
ProcessPhase1 ProcessPhase2 ProcessPhase3 ProcessPhase4
Thesequenceofsteps,decisions,andhandoffscarriedoutbytheprocess’sactorsbetweentheinitialeventandthefinalresult.
Anytechnology,systemortoolthatisused,orcouldbeusedaspartoftheprocess.Thelackofatechnologyisoftennotedheretoo.
Thisishowtheprocessandperformersaremeasured.Itincludeshowthosemeasurementsmotivatepeopletoperforminaparticularway.
Anythingthatimpactsthe“who”inaprocessrelatestothehumanresourcesenablers.Havingtherightpeoplewiththerightskillsandaptitudeintherightjobisimportant.
Processesareusuallyguidedbybusinessrulesandpolicies,manyofwhicharenowobsoleteorforwhichtheoriginalrationaleislongsinceforgotten.
Theworkenvironment,locationofrelatedpeopleortools,andgeneralcultureofanorganizationcanbeprocessenablers.
ProcessPhase5
Which car is good?
Honda Accord Lamborghini Huracan
#2: We need to accept the modelers dilemma
Sandeep Johal, Leonardo Consulting
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CONEXT IDEA ACTION
#3: We need to understand how to translate
ACTIONCONTEXTCONVERTCONTENTIDEAIDEA
#3: We need to understand how to translate
“Who am I serving, and what are they trying to do?”
Creation(Competency, resources,
money)SYTACTIC & SYMANTIC
Context(Culture, Trust, Mindset,
Politics)
Conversation(Models, diagrams)
PRAGAMTIC
This is a lot of opportunities for problems
#4: We need to make the analytical emotional
Story Archetypes
Treasure Hunting
Slaying the Dragon
Titanic
Keeping Up withthe Joneses
Knights of the Round Table
Every Story Has Certain Roles and Aspects
HeroDrama
DangerNarrator Villain
Every Story Has Certain Roles and Aspects
HeroDrama
DangerNarrator Villain
CONTEXT
CONTEXTCO
NTEXT
CONTEXT
• What story are you telling?• What disaster is coming?• What villain can we defeat?• What dragon can we slay?• Who can we impress?
Kotter’s Eight Steps of Change
Create urgency in your story
1. What is your story? For you, for your project, for your group
2. Ask “Who is my customer and what do they need to make their decision”
3. Think about your processes as systems: all 6 enablers4. Reflect on your work and models; who are you building
them for
What can you do tomorrow?
Epilogue:
