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Features:
Whitepapers and tutorials from the
Change Management Learning Center
Change Management Articles
Complete tutorial series on change management
From
the editors of the Change Management Learning Center, this tutorial series
provides change practitioners with insights into the field and practice of
change management.
20/20
Change Agent
Trying to turn around a giant insurance company is like trying to parallel park
a battleship. Just ask Tom Valerio.
The Amoeba Corporation
Here’s how companies are lengthening their life span by reshaping internal
systems for flexibility, modernizing their cultures and monitoring the
ever-changing environments in which they operate.
Basic
Context for Organizational Change
By Carter McNamara, PhD
It seems like the topic of organizational change has reached evangelical
proportions. There's an explosion of literature about the subject and an
accompanying explosion in the number of consultants who offer services in this
general area. The following information attempts to provide some basic
perspective about the concept of organizational change.
Building
Successful Teams in the Midst of Transition
By Thomas W. McKee
Some people seem to thrive on change. How do they do it? How do they manage
change in a way that they not only survive, but also excel?
Change
Management 101: A Primer
By Fred Nickols
The purpose of this paper is to provide a broad overview of the concept of
“change management.”
Creating
Your Future
Culture
– Are you dancing with the devil?
It's difficult to bring about fundamental change in organizations unless the
culture supports the change or, at least, can be altered to support the new
initiatives.
Destructive Behavior
Some executives like to conceive their company's future through
strategic-planning exercises. Not Jack Welch. For him, strategic planning is too
safe, too theoretical. Instead, Welch had his business units envision how the
future could hurt them. He called the exercise Destroy Your Business (DYB).
Do you need a complacency check-up?
By Dennis Hoppe
How complacency, settling for mediocrity, and stagnation can severely damage
your company. How to rejuvenate
Due Diligence: Moving Up the Knowledge Value Chain
By James R. Florin
Competitive forces have led many companies to transform themselves via
acquisitions, mergers, and divestitures. If your employer is involved in any of
these initiatives, or if you work for a closely-held company considering an
Initial Public Offering, there may be an opportunity not to be missed to
participate in due diligence activities.
Embracing Change
Embrace change by focusing on a vision, choosing your outlook, seeking
authenticity, committing yourself with discipline and continue to grow and
develop.
The Enduring Skills Of Change Leaders
By Rosabeth Moss Kanter
Hundreds of books and millions of dollars in consulting fees have been devoted
to leadership and organizational change. No issue of the past 15 years has
concerned more managers or a wider spectrum of organizations. Yet, for all the
attention the subject merits, we see every day that certain kinds of change are
simple.
The
Fad That Forgot People
By Thomas H. Davenport
One of reengineering's creators explains the iron triangle that turned a modest
idea into a destructive fad -- and offers advice on how to avoid the next one.
FIERCE RESOLVE
Bringing Corporate Philosophy Alive
By Jody Urquhart
Imagine this. A company has very promising and fashionable philosophies about
customer service, integrity and trust. What are these glorious
implications in the workplace? Nobody knows. Like...
GM
Has a New Model for Change
Guillotine
or Rack?
In My Humble Opinion: Change Agent Seth Godin on creating real change.
It Doesn't Work (Accountability without Authority)
By Dennis Hoppe
Why you can't hold people accountable for anything without giving them clear and
defined authority.
Leadership/Management
By Dennis Hoppe
How leadership and motivational skills can make or break you. Why YOU need to
set the example for them. What the followers really need from you.
Leading Transition: A New Model For Change
By William Bridges and Susan Mitchell
Change is nothing new to leaders, or their constituents. We understand by now
that organizations cannot be just endlessly "managed," replicating
yesterday's practices to achieve success. Business conditions change and
yesterday's assumptions and practices no longer work. There must be innovation,
and innovation means change.
Learning
for a Change
By Alan M. Webber
Ten years ago, Peter Senge introduced the idea of the "learning
organization." Now he says that for big companies to change, we need to
stop thinking like mechanics and to start acting like gardeners.
Managing Segment Zero
By Andrew S. Grove
Major change in the competitive
landscape can take many forms. It may be the introduction of new technologies, a
new regulatory environment, or a sudden shift in customer preferences. But the
change usually hits the organization in such a way that those of us in senior
management are among the last to notice.
New
Perspectives on Meeting Market Needs by Managing Change within Organizations
By Cay Villars
(Non) Decision Making For Owners - 103
By Dennis Hoppe
How only the strong and bold survive, and the procrastinators fail in business.
How failing to make timely decisions can kill your company.
Organizations and Successful Change Initiatives
Overview
of the Change Process
Richard M. DiGeorgio & Associates, Memory jogger for the change process
Owners/Mangers Delegation Program
By Dennis Hoppe
Why you will never improve your quality of life and maximize company
effectiveness unless you are willing and trained to delegate. Get the monkey off
of your back.
The
People of Hewlett-Packard v. The Past
By Eric Matson
Why settle for an ordinary meeting when you can stage a trial or a funeral? When
the agenda is change, don't tell people, show them.
Powerful Communication Skills that Get Results!
by Patti Hathaway, CSP ; In customer service, is it more important to be a good
sender of information or receiver?
Prioritizing
By Dennis Hoppe
How winners are able to prioritize and move forward, while others stagnate. The
ABC decision process, and the critical importance of timing.
Square
Wheels® Toolkits
This toolkit is a self-contained, flexible set of illustrations and ideas
that you can use in a variety of performance improvement situations. Based
on the Square Wheels illustrations and produced by Dr. Scott Simmerman.
Powerful, Proven and Effective!
Starting Over
By Dennis Hoppe
Why mentally treating your business as a startup every 6 months, and evaluating
every aspect of your business from that zero-base mentality will keep you on the
path to success.
Strategic Planning: An Essential Tool for Organizational Success and
Growth
By Alisa C. Alt
Without a plan, one is tossed, rather than guided, into the future. Without a
vision, a business cannot prosper. For the CPA profession to survive and
progress in the years ahead, today’s CPAs need to closely examine their
organizations and create a strategic plan to move them forward.
Successfully
Managing Change with a Balanced Scorecard
Taking Charge of Change
Teaching
The Caterpillar to Fly
An article about the paradoxes in managing and leading change. Written
by Dr. Scott Simmerman, it contains frameworks and models that you can use in
your teaching, training and development efforts. Free!
Ten Tips for Taking Criticism
by Patti Hathaway, CSP; tips on feedback and criticism.
They
Don't Play My Music Anymore – A Three Step System for Creating Personal and
Professional Harmony During Times of Change
Twelve
Principles For Managing Change
What an Employee Really Costs/Generates
By Dennis Hoppe The mistake of looking at what an employee costs you
rather than focusing on how much revenue they can generate for you if properly
used.
Your
Job Is Change - When change programs are doomed before they
start ... When old leaders are stumped by new challengers ... When change itself
is changing ...
More articles:
20/20 Change Agent
http://www.fastcompany.com/online/30/toolbox5.html
9 Tips for Change Agents
http://www.fastcompany.com/online/05/changetips.html
A Parable on Organization Change: Reducing Cycle Time with Large-Scale Technology
http://coachingandmentoring.com/Articles/largescale.html
Bob Knowling's Change Manual
http://www.fastcompany.com/online/08/change2.htmll
Change Management and e-Learning: the challenge
www.vantaggio-learn.com
Companies Are People, Too
http://www.fastcompany.com/online/36/rftf.html
Coping with Change
http://ezinearticles.com/?Change-Management---Coping-with-Change&id=1089209
Growing with Change
Fed up With Change in Your Organization?
http://www.all-biz.com/relid/167/ISvars/default/Fed_up_With_Change_in_Your_O...htm
Taking Charge of Change
http://www.businessfinancemag.com/magazine/archives/article.html?articleID=4931
Agents of Change
http://www.cmperme.com/pdf/cmp9906.pdf
Alliances: Learning to Change
Assessing Your Organization's Innovation Capabilities
Balancing Top-Down and Bottom-Up Change Processes
Battle-Scarred Reflections Lessons Learned from the Front Lines of Organization
Transformation
Build a Culture of Value Creation
Building Successful Teams in the Midst of Transition
Change is a Many Splintered Thing
Change Management Is an Attitude
Change Project Management -The Next Step
Collaboration ... Personal Power, not Position Power
Conspiracy of Change
http://www.fastcompany.com/online/18/conspiracy.html
Corporate Angst
Corporate Superman - The Blue Caped CEO
http://www.refresher.com/!superman.html
Country Club … or Prison?
Darwin Did It
Destructive Behavior
Disruption is Good
Down the Up Staircase
http://www.fastcompany.com/online/56/staircase.html
The ethics of organizational interventions
http://www.toolpack.com/a/ethics.html
Executive Development: The Personal Aspect of Organizational Change
Failure Is Glorious
http://www.fastcompany.com/online/51/alessi.html
Fast Agency, Slow Government
http://www.fastcompany.com/online/30/slowgov.html
Feedback is the Breafast of Champions!
Forced to Face the Web
http://www.fastcompany.com/online/43/changeweb.html
Get Real about Implementation
Getting it Together: Integrating Customer Focus, Involvement, and Horizontal Management
GM Has a New Model for Change
http://www.fastcompany.com/online/41/gm.html
Change Agent
Issue 28
http://www.fastcompany.com/online/28/sgodin.html
How Business Is a Lot Like Life
http://www.fastcompany.com/online/45/pascale.html
How to Maintain Commitment to New Initiatives
How Will Your Company Adapt?
http://www.fastcompany.com/online/53/adaptability.html
Innovation at Ground Zero
It Isn't Change That Does You In, It's the Transitions
Leading Change with The Balanced Scorecard
Lessons on Learning
Masters of Disaster
http://www.fastcompany.com/online/45/one.html
Navigating Change
http://www.fastcompany.com/online/24/russell.html
No Risk, No Reward
http://www.fastcompany.com/online/57/riskreward.html
Organizations and Successful Change Initiatives
Platform for Excellence
http://www.fastcompany.com/online/39/shell.html
Relationship with Change
Survival Is Not Enough
http://www.fastcompany.com/online/54/survival.html
The 5 Most Important (& Most Valuable) Things You Will Miss Out On When You Refuse
to Change
The Amoeba Corporation
The Big Picture
http://www.fastcompany.com/online/51/future_bigpicture.html
Organizational Development
The Four Emotional Stages of Change
http://www.anneriches.com.au/article-ct3.html
The Greatest Danger To Business
The Habits Stephen Covey Forgot
http://www.anneriches.com.au/article-ct4.html
The More More Things Change More
The Oz Factor: New Priorities for a Changing World
The Practice of Change
http://www.fastcompany.com/online/30/powertools.html
The Stages of Culture Shock
Think Lean
http://www.fastcompany.com/online/55/thinklean.html
Turn Whine into the Bottom-Line
What Are You Complaining About?
http://www.fastcompany.com/online/46/complain.html
Change Agent - Issue 52
http://www.fastcompany.com/online/52/sgodin.html
Who Has the Next Big Idea?
http://www.fastcompany.com/online/50/hammer.html
Why Good Management Ideas Fail - The Neglected Power of Organizational Culture
Why Resistance Matters
Will Companies Ever Learn?
http://www.fastcompany.com/online/39/rosenblum.html
Workplace Wellness: Something's Happening Here
Your Job Is Change
http://www.fastcompany.com/online/39/jobischange.html
Basic Context for Organizational Change
http://www.mapnp.org/library/mgmnt/orgchnge.htm
Building Successful Teams in the Midst of Transition
http://www.advantagepoint.com/articles/change/art1.html
Change Leaders
http://www.inc.com/magazine/19990601/804.html
How Flexible is Your Company?
Consultants and Owners Controversy and Reality
DO YOU NEED A COMPLACENCY CHECK-UP?
Moving Up the Knowledge Value Chain
The Enduring Skills of Change Leaders
The Fad That Forgot People
http://www.fastcompany.com/online/01/reengin.html
An Improvisational Model for Change Management: The Case of Groupware Technologies
IS THERE AN OFFRAMP TO ALL THIS CHANGE?
It Doesn't Work
Leading Transition: A New Model for Change
Learning for a Change
Managing Segment Zero
Mastering Change: Why Organizational Change Fails
(Non) Decision Making for Owners -103
Overview of the Change Process
http://www.change-management.net/chgmodel.htm
Owners/Managers Delegation Program
The People of Hewlett-Packard v. The Past
http://www.fastcompany.com/online/01/hewpack.html
Powerful Communication Skills that Get Results!
Starting Over
Teaching The Caterpillar to Fly
http://www.squarewheels.com/content/teaching.html
TWELVE PRINCIPLES FOR MANAGING CHANGE
http://www.lynco.com/12prin.html
Why bring in outside help?
http://www.thebridgesi.co.uk/questions/why_outside_help.html
Challenge is the Opportunity for Greatness
THE THREE QUESTIONS
How to Build a Critical Mass of Support to Accelerate Your Change
http://www.beingfirst.com/resultsfromchange/pastissues/print.php?i=13
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an article
Business Improvement and Process Reengineering Articles
327
Companies Share Best Practices in Business Process Reengineering and Future Role
of IT in Reengineering
BPR Best Practices Study Report
327 participants from 54 countries participated in the Reengineering Best
Practices study, and contributed lessons learned from their projects.
Balancing
Work And Family
Short-sighted nature of BPR initiatives has been often criticized because of
their key emphasis on restructuring and downsizing [read 'dumbsizing'].
BPR On-Line Tutorial Series
Free reengineering tutorial series for reengineering and project teams
BPR
Project Management
A Radical Approach to Project Team Organization By Dorine Andrews and Susan
Stalick
To the casual observer, it would seem logical that one should manage a business
process reengineering (BPR) project just like any other organizational change
effort.
The
BPR Strike Force
Designing a pilot project is the best way to launch business process
reengineering. In today's climate, the result has to be flexible and pay off
quickly.
Business Case -
Friend or Foe? - Part 1, The
Part one of a three part series on business case development.
Business
Engineering and Process Redesign in Higher Education: Art or Science?
This presentation explores both policy and operational issues associated with
optimizing the return on an organization’s investment in enterprise
transactional systems via business engineering and process redesign.
Business Process Reengineering
Mike Donovan, a management consultant based in Natick, Mass., answers a number
of oft-asked questions concerning business process reengineering practices in
manufacturing.
Business
Process Reengineering: Constantly Adapting to Change
By Lowell J. Greenberg
BPR involves the total creative rethinking of one or more of a company’s key
business processes. No business assumption or organizational structure is
sacred.
Business Process Reengineering and Legacy Systems Transformation
By William Ulricha
BPR is not an isolated phenomenon in today's highly automated environments.
This article integrates BPR and legacy migration strategies.
Business Process Reengineering and Organisational Design
By Alan E. Cooper
This MBA dissertation describes research into BPR and organisational culture
change.
Business
Reengineering In Higher Education: Promise And Reality
By James H. Porter
Significant changes and improvements we can make to integrate and improve our
administrative processes that should be aggressively pursued.
C.E.O. Agenda, The
By Brian N. Dickie
The majority of companies have passed through the first wave of reengineering.
Now the issue is growth.
Conceiving IT-Enabled Organizational Change
Management models of IT-enabled organizational change like business process
re-engineering, networking organizations, and complementary IT-to-business
strategies, circulate broadly through the academic literature and popular
business press. This study examines a strategic planning process as it is shaped
by a popular IT-enabled change model.
Conceptual Re-engineering at Nissan
By Robert J. Thomas
To anyone who admires tradition, the business of making cars has always had a
kind of simple elegance.
Designing
Tools to Support Business Process Reengineering
Presents the Enterprise Engineering Project at the University of
Toronto’s vision for BPR tools and also specifies criteria for the evaluation
of these tools.
Emory
Clinic Achieves Dramatic Results with Pilot of Reengineered Business Process
The Business Re-Engineering Group (BRG) and The Emory Clinic have successfully
completed a pilot of a radically redesigned process to "arrange care"
for patients. The redesign affected every element of the process to schedule
appointments, register patients, certify insurance and order services - all the
activities that typically occur before a patient sees the physician.
Enterprise Systems Quantum’s Leap
One computer manufacturer's risky decision to overhaul its worldwide business
systems in a single bound paid off.
ERP+BPR=BR
By K.S. Ramaprasad - Consultant, MAARS Software International
The onus of the successful implementation lies with the organisation
Fad
That Forgot People (Davenport), The
Reviews the organizational destruction cast by reengineering, Davenport reviews
its evolution form a 'decent' fad to a $51 billion industry in 1995.
Five Steps for
Creating Effective Visions
"Some basic steps you can take that will greatly increase the chances of
creating an effective vision for your organization."
FORSCOM Reengineering Home Page-PUB
Forces Command, a Major Command of the United States Army, is reinventing the
entire command through increased efficiency and effectiveness.
From Reengineering to E-Engineering
Companies large and small are racing to revamp operations for the Internet Age
Future Role of IT
in Reengineering
Benchmarking study on the role of IT during organizational change and how to
improve working relationships between IT and operational managers.
Government Business Process Reengineering (BPR) Readiness Assessment
Hocus-Pocus
of Reengineering,
Paul A. Strassmann; Across The Board; June 1994
How to Measure
Success: Uncovering The Secrets Of Effective Metrics.
Introduction to
BPR
Purpose: "Gain an understanding of what is meant by 'business process', and
understand and contrast continuous process improvement and business process
reengineering."
IT's Role in Business Process Reengineering Initiatives
By William Ulrich
Radically altering business processes within highly automated work environments
typically requires modification to the information systems that support those
processes. This article outlines how to deal with this challenge.
Modelling
the Organization: New Concepts and Tools for
Re-Engineering
Eric S. K. Yu, John Mylopoulos and Yves Lesperance University of Toronto
In response to competitive pressures, customer demands and ever-changing
regulatory conditions, many companies are fundamentally rethinking the way they
do business (e.g., [Davenport93] [Hammer93]). During this business
re-engineering process it is important to be able to clearly link production
processes and organizational services to business goals and objectives.
Artificial Intelligence in general and Knowledge Representation in particular
can greatly contribute towards technologies that enable the modeling of
organizations and the analysis of alternatives in support of the business
re-engineering process.
Newest
Pet Rock Needs a Firm Foundation
Process re-engineering is on its way to becoming the latest pet rock of
management techniques.
Next Wave: Re-engineering for Growth, The
By Bud Moeller, Jeffrey S. Tucker, and John Devereaux
The first waved of re-engineering emphasized cost. The next wave focuses on
eliminating unnecessary expense while improving quality, speed and service.
Organisational
Redesign
This paper provides an overview of types of organisations, the reasons for a
strategic review of them, the method of doing so Business Process Re-engineering
(Organisational Design), and some of the problems.
Partnering for Results: A Case Study of Re-engineering, the Corning
Way
By Roger G. Ackerman and Gary L. Neilson
How do you institute real change while preserving a company's culture? Corning
Incorporated did it by starting at the top and by creating a partnership to
transform itself through a comprehensive reassessment of its existing cost and
hopes for growth.
People Factor, The
"In reengineering efforts, it can be the employees-and not the
technology-that make or break a project's success."
Processes of Organization and Management - David A. Garvin
Modern organizations all too often suffer from isolated departments, poor
communication, and fragmented work, making it difficult for managers to
accomplish their goals.
Process Reengineering at GTE
Michael Hammer, co-author of "Reengineering the Corporation" and
"The Reengineering Revolution" is among the acknowledged experts of
process re-engineering. Dr. Hammer's work provided a model for process
re-engineering at GTE Telephone Operations.
Quest
For Process Reengineering
By Jay Varzandeh, Ph.D., CMP
The quest for "continuous improvement and process reengineering" has
come to embrace a wide range of organizational decisions and concepts used for
improvements in all manufacturing and service industries.
Reengineering
by Paul A. Strassmann; excerpted from The Politics of Information Management;The
Information Economics Press, 1995
Re-engineering
of Business Processes in Multinational Corporations
Prof. Dr. Michael Kutschker; Katholische Universitat Eichstatt, Germany
Reengineering
Call Centers : How to Choose between Reengineering and Continuous Improvement
"This paper summarizes the challenges for call center managers today in the
areas of operating costs, service levels and new technology, and discusses the
potential for reengineering to allow managers to break out of the traditional
cost vs. service trade-off."
Re-engineering: Why It So Often Fails
Reengineering
Success Factors: why do some projects fail and others succeed?
Re-engineering
and TQM: Approaches to Organizational Change
told as a "Tale of Three Villages"
Reinventing the Government (Government Executive)
Revisiting Reengineering
By Art Kleiner
Heralded as the corporation's savior, BPR was later condemned as a heartless,
failed management fad. But perhaps evangelists like Michael Hammer needed to go
even farther.
Risk Management
New pressures and higher stakes are forcing companies to rethink how they
justify and oversee IT risks By Lynda Radosevich and Cheryl Dahle
Roots
Of Business Process Reengineering, The
"Reengineering is certainly not a breakthrough in management thinking, but
a convenient bandwagon on which management and consultants could readily hop in
search of a quick remedy to unfavorable financial health of U.S. industrial
corporations that had been festering for a long time. "
Study of Business Process Reengineering, A
Abstract by Kevin Lam
Introduces the Business Process Re-engineering, based on extensive references to
the book "Reengineering the Corporation" by Hammer and Champy. It will
draw out some questions about the absolute benefits of reengineering. At the
end, the enabling role of information technology will be discussed.
Transforming
Your Company: Business Process Reengineering and Client-Server Technology Excerpt
from Business Process Reengineering Slide Show
Twenty Key
Elements of a Product Realization Process
"The Twenty Key Elements of a PRP, identified and briefly described. The
full list of 56 Best Practices, identified but not described. Background
information, including: task force process and participating companies."
Visions and
Strategic Plans: Who needs them?
"Is a vision and strategic plan something you should worry about? Or is
this something only for an executive team or the top leaders of your
organization?"
What
Every CEO Needs to Know About Electronic Commerce
Get ready for another round of reengineering. Top 10 must-do action items for
CEOs.
What
is BPR?
IS/IT alone does not deliver benefits. Changes must take place in the way
business activities are performed. Business Process Reengineering (BPR) is one
such approach to producing change.
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