Business process re engineering
21
BUSINESS PROCESS REENGINEERING Muhammad Asif Qureshi
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Transcript of Business process re engineering
BUSINESS PROCESS REENGINEERING
Muhammad Asif Qureshi
THE NEW WORLD OF WORK
Company Logo
Work Units Change
• From Functional departments to Process teams• Process Team – unit that naturally falls together
to complete a whole piece of work – a process.• Kodak – project team to design a new camera.• IBM Credit – Each individual can shepherd an
entire deal.
Jobs Change
• From simple tasks to multi-dimensional work• Process team workers are collectively
responsible for the process result.• IBM Credit – Multidimensional work by
generalists.• Kodak – Lens designer in context of camera.
Jobs Change
• Unproductive work– Checking– Reconciling– Waiting– Monitoring– Tracking
Jobs Change
• Value-added work• Contribution to company• Highly compensated
• Raising the bar for entry into the workforce.
People’s Role Change
• From controlled to empowered• Authority to make decisions to complete the
process work.• IBM Credit & Kodak – Intrusive supervisors
and managers have no place.• Self-directing teams.
People’s Role Change
• Character– Self-starting?– Self-disciplined?– Motivated?
Job Preparation Changes
• From Training to Education• Emphasis shifted from “how” to “why”
• Colgate-Palmolive: Hiring 150 from 3000 candidates.
• Continued education to focus on changing environment.
Focus of Performance measures and Compensation shifts
• From Activity to Results
• Paid for their time?• Paid for value
• Compensated accordingly.
Advancement Criteria Change
• From Performance to Ability• Change; not reward
Values Change
• From Protective to Productive• Work for their customers; not bosses.
Values Change
• My boss pays my salary: For all the talk about serving customers, the real objective is to keep the boss happy.
• I’m just a cog in the wheel: My best strategy is to keep my head down and not make waves.
• The more direct reports I have , the more important I am: The one with the biggest empire wins.
• Tomorrow will be just like today: It always has been.
Values Change
• Customers pay all our salaries: I must do what it takes to please them.
• Every job in this company is essential and important: I do make a difference.
• Showing up is no accomplishment: I get paid for the value I create.
• The buck stops here: I must accept ownership of problems and get them solved.
Values Change
• I belong to a team: We fail or we succeed together.
• Nobody knows what tomorrow holds: Constant learning is part of my job.
Managers Change
• From Supervisors to Coaches
• Development of people and their skills.• Managers as mentors.
Organizational Structures Change
• From Hierarchical to Flat• Management layers not required
Executives Change
• From Scorekeepers to Leaders
The Business System Diamond
Conclusion
• Replacing the diamond.
QUESTIONS?
