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Reengineering Why It Fails

Reengineering Why It Fails. Scott Schlofman December 14, 2006.

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Reengineering Why It Fails

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  1. ReengineeringWhy It Fails Scott Schlofman December 14, 2006

  2. “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

  3. What Is Covered Defining reengineering Reengineering and me Why it succeeds and why it fails Worldly examples Group activity Summary

  4. Defining Reengineering • You can’t do the same thing over and over and expect different results. • Starting over

  5. Reengineering and Me • How can we use this in our organization? • Is change really needed in our group?

  6. Change Is All Around • Clientele changes • Technology changes • Added competition

  7. Success or Failure • Leadership • Attitudes of need and urgency • Old system and changes • New system and changes Reengineering succeeds or fails with:

  8. Leadership • Overall vision • Departmental breakdown • Personal vision Leadership in every organization

  9. Attitude of Need • Tunnel vision • Trapped in habit Create the need for change

  10. Attitudes of Urgency • Choose the right pace • Urgency helps focus Create a sense of urgency

  11. Old System and Changes • Understand previous system • Diagram the old way • Abandon the old way

  12. New System and Changes • Diagram the new way • Implement the new way • Persist in the new way

  13. Traps to Avoid [i] • Dwelling on past • Focusing primarily on technical skills • Creating too many targeted skills • Turning simple tasks into complex procedures

  14. Worldly Process Examples • Not needing to reengineer • Finding waste • Seeing the results

  15. Worldly Service Examples • Need to reengineer • Doing something totally new • Seeing the results

  16. Group ActivityInstructions • Object • Activity description

  17. Group ActivityPart ONE Phrase 1 Reengineering 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.

  18. Group ActivityPart TWO Phrase 1 Phrase 2 Phrase 3

  19. 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

  20. Group ActivitySummary “Reengineering will work this time with the new process.”

  21. Group ActivitySummary • Which process was the quickest? • Why was it the quickest? • How can we apply this to our organization?

  22. Training Summary • Change is vital for survival • Succeed or fail by small things • Leadership and attitude • Persistence

  23. Training Summarycontinued • The past is written • Focus on the tangible • Manageable amount • Simply eliminate waste

  24. Reading List Arbinger 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.

  25. 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

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