Business Change

Objectives and Challenges

Understanding what an organisation is seeking to achieve and the challenges it faces is critical to what we do, because it is these objectives and challenges which provide the basis for change.

We also recognise that members of the leadership team are likely to hold a range of views, so it is vital that we talk to the key members of the team and establish a consensus view on what the priorities for change are.

Blueprint Development

Once priorities for change are understood, we can start to create a model of how the organisation would need to operate for those priorities to be addressed. There are 3 key elements to this model:

  • High Level Process Model: The process model is a high level view of the things the organisation would need to be doing to operate in a way that achieved operational objectives and addressed challenges. It expresses "What" the organisation needs to do, not "How" it needs to do it, and while it shows interdependence of activities, it doesn't contain detailed information about process logic and rules. The process model should include performance monitoring and management activities in addition to primary activities needed to convert inputs to outputs.
  • Organisation Model: This shows how the organisation is going to structure its people to carry out the work represented in the process model. The organisation model shows organisational units and their hierachical relationships. It also maps organisation to process using RACI analysis
  • Information Model:The information model shows the categories of information and information flows needed to support the process and uses process and organisation information to derive role based information requirements.

    • "Gap" Prioritisation

    This step involves reviewing where the organisation needs to be against current reality, and identifying the changes needed to transform the organisation from its current state, to that represented in the blueprint. This step also involves prioritisation of change based on "Desirability" and "Feasibility" to create one or more change increments.

    Implementation

    Once change has been prioritised, implementation planning can get underway. This results in one or more projects that address the process, people and systems aspects of change. Implementation projects focus on defining the detailed aspects of future process and organisation, and implementation of process, organisation and supporting technology.

    Monitoring & Review

    As changes are introduced, their adoption is monitored, both to enable changes to behaviour to be reinforced, and also to measure improvements to performance so that success of the change can be evaluated.