Reengineering Why It Fails Scott Schlofman December 14, 2006.
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Transcript of Reengineering Why It Fails Scott Schlofman December 14, 2006.
ReengineeringWhy It Fails
Scott SchlofmanDecember 14, 2006
“Here’s to the crazy ones, the misfits, the rebels, the troublemakers, the round pegs in the square holes… the ones who see things differently… they change things… the ones who are crazy enough to think that they can change the world, are the ones who do.”
Steve Jobs
What Is Covered• Defining reengineering• Reengineering and me• Why it succeeds and why it fails• Worldly examples• Group activity• Summary
Defining Reengineering
• You can’t do the same thing over and over and expect different results.
• Starting over
Reengineering and Me
• How can we use this in our organization?
• Is change really needed in our group?
Change Is All Around
• Clientele changes
• Technology changes
• Added competition
Success or Failure
• Leadership
• Attitudes of need and urgency
• Old system and changes
• New system and changes
Reengineering succeeds or fails with:
Leadership
Overall vision
Departmental breakdown
Personal vision
Leadership in every organization
Attitude of Need
• Tunnel vision
• Trapped in habit
Create the need for change
Attitudes of Urgency
• Choose the right pace
• Urgency helps focus
Create a sense of urgency
Old System and Changes
Understand previous system
Diagram the old way
Abandon the old way
New System and Changes
Diagram the new way
Implement the new way
Persist in the new way
Traps to Avoid [i]
Dwelling on past
Focusing primarily on technical skills
Creating too many targeted skills
Turning simple tasks into complex procedures
Worldly Process Examples
• Not needing to reengineer• Finding waste• Seeing the results
Worldly Service Examples
• Need to reengineer• Doing something totally new• Seeing the results
Group ActivityInstructions
• Object
• Activity description
Group ActivityPart ONE
Phrase 1Reengineering will fail 70-80% of the time.
Phrase 2 Work this time fails with human error.
Phrase 3 With the new process, failure occurs because of the complexity of the new system.
Group ActivityPart TWO
Phrase 1
Phrase 2
Phrase 3
Group ActivityPart THREE
• Write the first 2 words of Phrase 1
• Write the first 3 words of Phrase 2
• Write the first 4 words of Phrase 3
Look at first index card
Group ActivitySummary
“Reengineering will work this time with the new process.”
Group ActivitySummary
• Which process was the quickest?
• Why was it the quickest?
• How can we apply this to our organization?
Training Summary
• Change is vital for survival
• Succeed or fail by small things
• Leadership and attitude
• Persistence
Training Summarycontinued
• The past is written
• Focus on the tangible
• Manageable amount
• Simply eliminate waste
Reading ListArbinger Institute (2002). Leadership and Self-deception. San Francisco, CA:
Berrett-Koehler Publishers, Inc.
Beckhard, Richard (1992). Changing the Essence. San Francisco, CA: Jossey-Bass Publisher.
Beckhard, Richard, & Harris, Reuben T. (1977). Organizational Transitions: Managing Complex Change. Reading, MA: Addison-Wesley Publishing Company, Inc.
Bishop, Charles H., Jr. (2001). Making Change Happen One Person at a Time. New York, NY: AMACOM.
Black, J. Stewart, & Gregersen, Hal B. (2002). Leading Strategic Change. Upper Saddle River, NJ: Pearson Education, Inc.
Reading Listcontinued
Bridges, William (1991). Making Transitions. Reading, MA: Addison-Wesley Publishing Company, Inc.
Deutshman, Alan. (1994). Change or Die. FastCompany Magazine. Retrieved October 12, 2006 from http://www.fastcompany.com/magazine/94 May 2005.
Hammer, Michael, & Champy, James (1993). Reengineering the Corporation. New York, NY: HarperCollins Publisher, Inc.
Virginia Tech. Specific Examples of Reengineering. Retrieved December 13, 2006 from http://filebox.vt.edu/users/hmeyer2/examples.html