One of the key success factors for any organization is effective strategic change - to ensure adaptability and increase productivity. Despite its importance, most change management projects fail or only partly deliver on their promise, the missing link often being the conflict between boardroom strategic initiatives and the working process design of the company. Implementing Strategic Change shows that most of this conflict occurs during interfacing activity - the seemly small activities such as chasing, following up and seeking permission to proceed that help drive a process forward can make up to 80% of many employees workload. This book will show that business strategy and change implementation rely on deep and close process knowledge and help develop the framework for understanding and improving these activities in any organization.
Chapter - 00: Introduction; Chapter - 01: Business strategy - rigorous formulation, routine underachievement; Chapter - 02: Strategic outcomes from best-practice management principles; Chapter - 03: Making the change needs obvious - the critical role of interfacing activities; Chapter - 04: Interfacing activities, business strategy and business process innovation; Chapter - 05: Interface activity noise - the foundation of strategic change capability; Chapter - 06: Increasing performance; Chapter - 07: Organizational 'genomics' - strategic process analysis focused on implementation; Chapter - 08: Principles by which leading organizations drive change; Chapter - 09: Using interface mapping to deliver performance; Chapter - 10: Staying on top: maintaining business outcomes; Chapter - 11: De?nitions and an example of an interfacing mapping tool
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