5. 5
… and so are organisations
The changing environment has an impact on:
What people do
How people do what they do
Why people do what they do
22 November 2013
1. Change
7. 7
... but the main problem is the same
22 November 2013
1. Change
8. 8
Of the three conditions for change ...
In order to successfully face and implement change,
three conditions need to be fullfilled:
1. CuC: cultural condition: Zeitgeist
2. MeC: mental condition: mindset
3. MaC: material condition: knowledge
22 November 2013
1. Change
9. 9
... the MaC is causing all the trouble
FACTS
INSIGHTS
Source: Mark Tansey
22 November 2013
1. Change
11. 11
Going back to basics …
MaC = documentation
is boring but key,
however:
• Means, not an end
• Transversal, not top-down
• Recycling, no efforts lost
Source: MAVIM
This is the time of knowledge networks
22 November 2013
2. Documentation
13. 13
… but is not as easy as it sounds
S
V
V
T
O
People
Process
Technology
Source: MAVIM
22 November 2013
2. Documentation
14. 14
The reward is great, however, ….
Insight in impact and efficiency
Knowledge-sharing, wiki-like network
Roles and responsibilities
Application landscape
Risk and compliance
The fulfilled MaC is a
knowledge sharing network, i.e.
an organisation’s central nervous system
22 November 2013
2. Documentation
15. 15
… when things can start moving
Source: Treacy and Wiersema
22 November 2013
2. Documentation
22. 22
... pave the way for improvements …
Quick Wins
22 November 2013
.Focused
Improvements
& Lean
4. Continuous Improvement
Continuous
Process
Improvements
23. 23
… which are to become a mindset
CONTINUOUS IMPROVEMENT AND INNOVATION
22 November 2013
4. Continuous Improvement
24. 24
Our initial delivery is linear …
Intake
•Gather information
•Scan for quick wins
•Define goals, scope,
deliverables
As Is
To Be
Planning & Decision
Implementation
•Inventorise
•Analyse As Is
•Document processes
•Create information
network
•Analyse To Be
•Perform process
measurements
•Define solution
concept
•Define To Be scenarios
•Design
implementation
approach
•Decide on preferred
choice
•Finalise
implementation plan
•Implement business
change
•Define process owners
•Communicate
•Document
•Educate
Project & Change Management
22 November 2013
4. Continuous Improvement
25. 25
… but culminates in a perpetuum
DISCOVER
IMPROVE
DESCRIBE
COMMUNICATE
MEASURE
22 November 2013
4. Continuous Improvement
26. 26
Partnering continuous improvement ...
RICH
EXPERIENCE
SPECIALITY
UNITS
MIXED STAFF
EXPERT
TEAMS
CREATIVITY
BPM
MAVIM
NETWORK
ORGANISATION
PRAGMATIC
22 November 2013
4. Continuous Improvement
KNOWLEDGE
SHARING
27. The world is changing and so are
organisations. There are two main attitudes,
but the main problem is the same. Of the
three conditions for change, the MaC is
causing all the trouble. Going back to
basics reveals processes and applications,
but is not as easy as it sounds. The reward is
great, however, when things can start
moving. Measuring and mining pave the
way for improvements, which are to
become a mindset. Our initial delivery is
linear, but culminates in a perpetuum.
Partnering continuous improvement is a
story with a happy ending …
22 November 2013
27
