Understanding Change in VS .NET

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Understanding Change
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Few change plans will move from concept to implementation without the need to change detail During implementation, unforeseen problems emerge, which the change program must accommodate However, openly building exibility into the change plan can be a double-edged sword, because it increases the uncertainty and doubt that people feel The prospect of changing the plan and avoiding change may lead some people to resist the changes
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Thinking Point: Radical Changes that You ve Known
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Think about the change initiatives and programmes that you re been involved in, either as the creator of change or as the receiver of change These may not have gone by the grand title of change initiative something more mundane, such as project, may be used Consider what the projects were aiming to achieve:
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Who or what was the subject of the change How was the change to be accomplished What were the successes of the project What were the failures of the project
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Radical Change through Business Process Re-engineering
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Business Process Re-engineering (BPR) is the poster child for radical technology-based change BPR appeared on the management agenda in the early 1990s and was evangelized in the 1994 book Reengineering the Corporation,2 although there are many more books on the subject The originators of BPR observed that many of the steps and activities performed by employees don t add value to the customer With the advent of technology, these processes could be redesigned to focus on only the value-adding activities The same idea lies behind Lean production and product development However, Lean and BPR differ in one very important aspect While the advocates of Lean look to incremental improvement and organizational learning to eliminate waste, the advocates of BPR reject incremental solutions Instead, BPR calls for a programme of systematic process redesign and radical change to achieve the new process In order to design the new process, BPR seeks to start with a blank sheet of paper It assumes that nothing has gone before and looks to align corporate strategy, people, organizational structure and technology to produce highly ef cient processes Most BPR programmes rely on the technology to implement the radical changes that result This allows
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See Hammer and Champy (1994)
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organizations to rapidly take advantages of technology-enabled process changes rather than wait for these to emerge after automation In the 1990s this combination of clean sheet design, new technology and alignment made for massive amounts of complexity Not only did the process design need to be right, but the technology needed to deliver support for untried processes Companies frequently needed to bring in management consultants to run the programmes and deliver the technology For a time BPR was very popular with corporations, but while there are examples of successful BPR projects, there are also many more examples of failed ones As projects hit dif culties, the costs of consultants and technology mounted up and employees saw BPR as code for lay-offs it became a more dif cult sell Correctly or incorrectly, BPR became associated with corporate downsizing, massive lay-off programmes and expensive consultants By the late 1990s, BPR had fallen out of fashion Where BPR is still practised, it goes by names such as Business Process Design (BPD) in an attempt to avoid employee hostility and distance itself from some of the previous mistakes The sheer complexity of the programmes was one reason why so many failed Another was the amount of tacit knowledge involved in the original processes Capturing and re-applying the tacit knowledge in an existing process is an incredibly dif cult problem There is still logic to the underlying premises of eliminating nonvalue-adding activities and redesigning processes to capture the return from technology Sometimes radical change is needed: incremental change may not happen fast enough or may not go far enough Still, even when the BPR or BPD approach is appropriate, it is dif cult to carry out
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