The Evolution Of Change

© 2009 AREOPA

Developed for
Change

Insert Client
Logo Here The Evolution of Philosophy

Change
Implementation
Strategy

Sales
channels
4 reasons
IECC
Fashionable Methodologies Implementation

in tune with the Digital Age
Methodology
EU / LIC 3P

Measure
3S
ment

Result
12steps

Confidential, not to be disclosed without
written approval of the author(s) AREOPA sc - CM – The Evolution of Change (scGNO20091214) 1

Why CHANGE! – typical responses
EXECUTIVES:
Cope with threats of “Global Economy”
Cope with demands of existing and potential customers
Ensure company-wide strategy, consistently acted upon
Translate company strategy into goals, objectives and results, in line with
a positive perception of our customers

MANAGEMENT:
Keep budgets under control and retain quality of services to customers?
Recognize investments to assure optimal future business impact
Plan and implement these investments?
Balance between people, processes and technology to support our
customers

AREOPA sc - CM – The Evolution of Change (scGNO20091214) 2

4 Reasons for Change
1. Improve Company Image
How customers and shareholders perceive the company, the
team (people) and its/their performance
A positive perception (i.e. satisfied customers) results in
a positive image and in an active reference for the
company (free advertising!)

2. Respond to increasing Customer Expectations
Customers and shareholders become more and more
demanding, affecting products /services delivered and
increasingly the information provided as well as the treatment
by whomever is in contact with them.
Companies must meet ALL these expectations!


4 Reasons for Change (continued)
3. Tackle global Competition
Products become commoditized, more generic, less unique
and are not by themselves sufficient to tie in customers.
Stay ahead of the competition and customer lock-in are
essential, through finding other and new ways to
delight the customer, anticipating – if not creating –
their FUTURE expectations!

4. Focus on Cost Reduction
Hardly a day goes by without pressure on company results
and therefore cost reductions are never far away from the
agenda. However customers do not only increase their
expectations, they also get smarter and better informed
Customers no longer want to bear the costs of their
suppliers' inefficiencies (rework) or improductivities
(activities without added value)!


4 Reasons for Change (continued)
The “customer” is key to all these answers

Smart dynamic Business Processes focus on Customers and
customer feed-back through continuous monitoring of
Customer Expectations

Effective organizations combine Business Change
Management with IT Management to effectively
deploy new IT solutions

Such an organization implies an increasing impact of IT on
the company’s bottom line and future


Constant need for Change
Why do we need to manage change
 improve Company Image
 respond to increasing Customer Demands
 tackle Global Competition
 focus on Cost Reductions
each require continuous “CHANGE”

Transition to a Knowledge based and Service oriented
organization  requires smart Business Processes
Continuous monitoring of Customer Expectations

Customers are central to AREOPA’s philosophy.


Questions to be answered
EXECUTIVE’s concerns:
How do we transform the company to cope with threats of “Global Economy”?
How do we guide our managers to cope with changing and increasing demands of
existing and potential customers?
How do we translate the company vision into a company-wide strategy and how
do we communicate this strategy to the organization so that everybody acts to it
in a consistent way?
How do we translate the company strategy into goals, objectives and results, in
line with a positive perception of our customers?

MANAGER’s concerns:
How do we keep the budgets under control, without jeopardizing the quality of our
services to our customers?
Where do we invest to assure optimal business impact for the future and how do
we plan these investments?
How can we keep a good balance between people, processes and technology to
support our customers?


Need for ORGANIZATIONAL CHANGE

Mahatma Gandhi:
“For things to change, first I must change.”

New Economic Challenge:
CEO’s challenge = VISION TO VALUE
for customers, shareholders and team
for community and other stakeholders

Business Change Management
starts with
inward looking


Need for ORGANIZATIONAL CHANGE
Symptoms highlighting the need:
Responsibilities & accountabilities do no longer match reality
We do not adapt / respond timely & efficiently to:
 changing market conditions & customer demands
 Information and new obtained knowledge or the total lack thereof
Information not source originated or not driven by process owner
No added value and unnecessary/duplicated controls recognized in
process handover = bureaucracy
Incompetitiveness due to:
 Uncontrolled outsourcing of activities and processes
 Constant rework and non-value-added processes
 Existing process-, departmental- and reporting structures

Business Change Management starts with the organization


The Organization Evolution Theory
Typical growth curve of an organization
Employees BOSRF

QMF
200
Crisis #3

FMF

Crisis #2
20
CMF
5
Crisis #1
Time

Adding people adds potential for inefficiency and non-
value-added processes


Crisis #1 = from commercial to mature organisation
Solutions:
 Downsizing: 10 people out  nice and cosy again
 Appoint a manager to check  19 people waiting for approval at his door
 Implement control systems and structure

Boss

Sales Plan Inventory data

Fin. plan Prod. plan

Sales Administration Manufacturing Logistics

Objective: information transfer  everybody his own info


Crisis #2 = from mature to hierarchical organisation
What happens at 200 people:
 24 signatures for a new pen  non-value-add but increased costs
 Central purchasing  cheaper materials but not applicable
 Everybody is busy

• Procedures, Bureaucracy
• Organisational power
• Adam Smith: division of labour
• Lack of ownership
• Contact with customer lost
• Company culture?


The hierarchical vertical organisation
What has happened?
 More chiefs than indians

Boss
What has really happened?
Take a Sales Rep:
 <25% customer facing time
Sales Admin. Mfg Log.  20% driving to the customer
 +5% administration
 +5% meetings
Planning  1-2% training
Deb.  >50% = internal lobbying
Everybody follows the
unwritten rules of the game
Cred.


The process

The customer is the king?


What is the organization’s focus

Quota JIT
Good audit Costs
Productivity


Hurdles for Change Management
Where is your customer focus?
The Boss ?
Culture
differences

Quota JIT
Good audit Costs
Productivity

Contradictory Objectives


AREOPA’s Total Change Management
rightsizing

down-sizing revenues
vs
RIGHT-sizing downsizing

Strategic Exercise expenses

 Manage « people change » phases
Awareness, interest, trial, adoption
 Focus on organizational development tactics
Face-to-face meetings, personal profile, Mgmt training, …
 Dynamics of resistance to change


Strategic Exercise – Change is difficult!
FROM TO
 Processes complex simple
standardized standardized & unique
 Jobs split task multi-dimension
 People controlled independent &
accountable
 Focus individual team
 Structure hierarchical flat
 Personnel workers & managers professional & experts

Organizational change is all encompassing


Strategic Exercise – Resistance to change
Major raison for failure: lack of change skills
Management status is given, but leadership comes naturally

Matrix the formal hierarchy and the informal networks
Identify levels of resistance to change Inform a l
Influence

h ig h

lo w

lo w h ig h Resista nce
to C ha nge

Organizational turn-around requires change
rather than stabilizing orientation


Strategic Exercise – HOW?
5 management commitments to organizational change
 Synchronized mission, vision, goals, objectives & tasks
 Downwards communication
 Business Process change:
 Eliminate non-value add processes
 + BPI/BPR/BPE
 Build and integrate process and systems
 Institutionalize process based structures

Strategy alignment
 Strategic integration
 Operational integration
 Functional integration
 People and teams
 Applications and Infrastructure
... Everything changes ...


Strategic Exercise – Everything changes!
FROM TO
 Backbone function/department through-put process
 Performance activity based collective result
measurement measurement measurement
 Manager role supervisor coach
 Director role score keeper leader
 Priority financial mgmt operational mgmt
 Personnel focus boss customer
 Values protectionistic productive

Aiming at the “switch-over Point”
= from traditional to process organisation
CUSTOMER ORIENTED



Focus the process on the customer
Change Philosophy
Constantly renewing and improving the process
Implementation Strategy
Involve the whole organisation
Implementation Method

Process Enabled - Customer driven


Why Change Projects FAIL!
People are not against change
but against “being changed”
Change always causes resistance.
Underestimating the resistance
Company culture does not allow new / flexible thinking
Involving too late the real process owners and the persons who will finally
have to work within the new and changing market/customer environment
Or if they finally succeed, the project is being realized out of scope, out of
budget and/or out of deadlines.
An organizational change project is a complex entity, simultaneously
deploying changes in technology, company systems and structures. Rarely
one single party is able to offer solutions for all different aspects.
The increasing influence of Information Technology on company
management may bring together parties of totally different disciplines


How to avoid Change failure!

Focus on the CUSTOMER
S N E P
P + - - +

+ - + -
e.g. Kotler’s 4 P’s -> 4 C’s S

• Customer Value  product B - + + +
• Costs  price
• Competition  promotion
• Channels  place

The internal and external customers
judge the process’ output subjectively.



Focus on the PROCESSES

Input Activity Decision Wait state Output

Each step in the process adds value
Processes are visualized in function of the customer
Processes are continuously improved and renewed



Focus on the PROCES OWNERS

Organizations can change by enabling the people who
perform the job (= process owners) deploying the change


AREOPA’s Change Philosophy

3 PILLARS for CHANGE
• Customers (internal and external)
• Processes (interdepartmental)
• Process Owners
(empower all of them)

“Give people chances, not guarantees” (Pres. Clinton in better times)


AREOPA’s Change Philosophy

I have a philosophy for CHANGE!
What now?

“Would you tell me please where I should go from here?”

“That depends on where you want to get to.”

“I don’t much care where.”

“Then it doesn’t matter which way you go!”


Objectives must be SMARTER
Specific
Measurable
Achievable
Realistic
Time related
Empowered
Resources

 Customer oriented
 Known and agreed to by all process owners
 How?
Qualified (TAPE® = Timely - Accurate - Productive - Efficient)
Quantified (CoPP = Cost of Poor Performance)


AREOPA’s Implementation Strategy
how to make a difference for
your customers & shareholders

 Improve Company Image
The things we say = the things we do
Typical organization and departmental drivers
Typical growth pains
Hierarchy building, bureaucracy & island creation

 Respond to increasing Customer Demands
Increasing customer expectation (faster / cheaper)  definition
TAPE grid (the 4 KPI’s): Timely - Accurate - Productive – Efficient
Ranking of priorities (internal)
Focus on top customer requirements
Everyone is involved in Customer Service  Account Mngr role


AREOPA’s Implementation Strategy
 Identify the 5 layers of Process Mapping
1. High-level Domains + inputs/outputs WHERE
2. Departments/B.U. and Process Owners WHO
3. Hand-off Process Mapping WHAT
4. Task/Activity Descriptions HOW
5. Procedures  Programming HOW

 Identifying Cost Reduction opportunities, using:
TRIADE thinking – potential for process elimination
CoPP analysis – practice “educated guess principle”
SIMIST® process simulation + BPI, BPR, BPE
TAPE ® grid – measure customer satisfaction

Process Enabled, Customer driven


AREOPA’s Implementation Method


Creating Awareness serves
 to communicate the project objectives to all employees
 to eliminate any insecurities in this respect
 as an exercise in process-driven and customer-focused thinking
 to create a momentum for change
 to eliminate any initial resistance to change.

Process Mapping & Qualification
 All business processes are identified and mapped
 Then classified according to whether the processes
Supported by existing/appropriate systems and structures, or
need to be improved, renewed (reengineered) or defined (engineered)

Calculation of the Cost of Poor Performance (CoPP)
 CoPP is calculated by applying AREOPA’s TAPE®-grid
 management may determine priorities according to its results.


Process Change Management (BPI/BPE/BPR)
consists of 12 specific steps during which the relevant processes are
improved, reengineered or engineered.

Integrated Methodology
 Customer (internal & external) has to be satisfied – external customer
involved
 Process oriented implies the entire business process, across multiple
departments, has to deliver added value
 People actively involved in the process, will do the rethinking of the
processes

AREOPA’s Total Change Management APPROACH
 Focus on the transfer of know-how to customers
 Permanent support to the internal change managers
 Using the AREOPA AIS® Reference Model


AIS® Reference Model
The AIS Reference Model (Applied Information Service) is an
implementation model built on Organizational Process
Technology
An integrated, yet modular & scalable approach, oriented
towards realization, involving all stakeholders
A practical approach to match the organisation, its in- and outputs
define the discrepancies, against changing market conditions
AIS evaluate current status, work in progress and define areas of
priority and focus
The AIS Reference Model aims at transforming classical
hierarchical organizations into
 Customer Focused and
 Process Driven organizations
 that are better adapted to constantly changing environments
 by making use of Process Servicing Technologies


Process-supporting technologies (such as ICT) created the
need for service-processes to the spectrum of business processes
The AIS Reference Model contains three building blocks:
 Company Strategy Block
covering the Company’s Business Strategy, the Company’s ICT
Strategy, and its Macro Organizational and ICT Governance Structure
 Process Change Block
covering the Company’s core business processes, and
 IT Block
covering the Company’s IT applications and IT processes
The total project is lead by a distinct Programme Directorship
The Company Strategy directs the Business Processes
whereas the IT Strategy coordinates Information Systems
and related IT processes


The AIS Reference Model®

Company Strategy
Company Strategy Block Information Strategy
• Strategic Options • Aligning investment in IS
• Vision
Scope • Innovative IS for competitive advantage
• Mission • Efficient management of IS resources

Development Assess Integration Development Assess

Macro Organizational Structure ICT Governance Structure

Program Directorship

Awareness, TAPE, CoPP e-Discovery - Innovation

Process Change Block IT Block
Process Mapping & ITSM
Categorization IT2D
Process OK

Acquire an IT application
Reengineering
Improvement

Engineering

Define IT
Business

based on IT strategy
Mission, Vision & Strategy
BPE
BPR
BPI

• Qualify and categorize ITSM Parameterization &
processes Implementation
IT CoPP CoPP LIST • Apply process management
methodology and tools:
Technical Training
• AIS – Simist
• TAPE-grid
12 1) 1) 1)
S 2) 2) 2)
• 12-steps methodology
T (BPR, BPI, BPE) End-User Coaching
E 3) 3) 3) • IT Mgmt application
P -- -- --
s 8) 8) .8)
M
E
T
Detailed Organization Structures (e.g. Project Mgmt, SMT’s, Outsourcing, … )
H 9) 9) 9)
O
. . . HR
D
® . . . Quality Function
12) 12) 12) Function
MIS
37

Change  The AIS Reference Model was developed by AREOPA
 The AIS philosophy is based on a 3-phase
implementation strategy consisting of:
Philosophy
 Awareness creation
 Goal definition, and
 Stepwise implementation
 Process-supporting technologies (such as ICT)
Implementation
Strategy
created the need for service processes to the
spectrum of business processes
 In order to properly scope the extent and content
Implementation
Methodology
(and likelihood of success) of an AIS project, an
analysis is made of existing projects and activities
and these are than mapped against the AIS
Result Reference Model


Change BPI/BPR/BPE
 In collaboration with IT consultants, the BPI, BPR and BPE
methodology will be applied to those processes where
improvement, reengineering or even engineering is
Philosophy
required
 The methodology goes through 12 distinct steps to
create a new process that fits the Customer’s needs
Implementation
Strategy
 The requirements for supporting systems and functions
(IT, HR, QM, SCM, S&M,... and Mgt Reporting) are
defined and detailed organizational structures are
Implementation
designed and implemented
Methodology
 Process owners perform cost and benefit calculations
 Emphasis lies on the Management of Change: guiding
people at all levels during the organizational change
Result


Change IT2D
 Covers IT applications development and
deployment, starting with the choice of an IT application
in line with the IT strategy, the parameterization and
Philosophy
implementation, supported by adequate technical training
and brought to live with End User Coaching in order to
obtain the initially defined process performances
Implementation
Strategy
targets
IT Service Management (ITSM)
 The virtual IT department supports the virtual organization
Implementation
Methodology  IT Strategy must be clearly defined – in alignment with
the overall Company Strategy – together with the
structural and organizational elements and all IT processes
Result must be optimized and created
 Methods, tools and best practices used in BPI, BPR and
BPE are also applied on the IT processes and organization


Change HR, QM, SCM, S&M,... & MR Systems
 In parallel with the above mentioned process change
exercises, the supporting systems (incl. HR, QS
and Mgt Reporting Systems) are designed for the
Philosophy
core business processes
 Measurement of Process Performance using the
TAPE® grid elements
Implementation
Strategy
(Timeliness, Accuracy, Productivity and
Efficiency) provides a dashboard for top
management to monitor and manage the activities of
Implementation
an organization
Methodology

Coordinates and lead all above mentioned activities
Result and makes sure that all plans that have been agreed
upon are realized within the promised time
frames, involving the right people in the right
places


Change IST Categorization and CoPP analysis
 The IST (=current) situation of the organization is
identified and compared with the newly defined
Philosophy
organization in the previous phase
 Cross-departmental core business processes are
mapped and qualified in one of 4 categories
according to the further treatment methodology:
Implementation
Strategy  Business Processes that are OK, but need better IT
Support/EUC
 Business Process Improvement (BPI), with calculation
of Cost of Poor Performance (CoPP)
Implementation
Methodology  Business Process Reengineering (BPR), also with
calculation of CoPP
 Business Process Engineering (BPE) = new processes
required to coop with changing market conditions
Result


4
reasons

You want Change ? Sales IECC
channels

EU / LIC 3P

Change
Change The 4 vital REASONS
 To improve your Image: Measure
ment
3S

the things you say 12steps

must be the things you do
Philosophy

 To satisfy the ever increasing PERC.
Q T A P E

Customers’ Expectations Prod./Serv
Delivery    
Service
Implementation Info    
Strategy
•    
Cust..
To tackle your Competition Treatmnt

Score well in each segment of the TAPE® grid
Implementation
Methodology
• Cost of Poor Performance (CoPP®)
Average process loss = 23% Q
• 12% non-timelines & inaccuracy (2)

• 25% non-productivity Quality gap
Result (1)
• 33% non-efficiency / rework t (1) actually perceived
(2) expected quality


You want Change ?
4
Sales reasons
channels
IECC

Make it happen !
EU / LIC 3P
Change
Measure
3S
ment

12steps

Change build on 3 PILLARS
Philosophy
1. Focus on the Customer of the process
2. Continuous improving of the process
3. Emphasis on involving the whole organization through
Implementation the Process Owners
Strategy
Pioneers 1 Proof persons 10 Proof persons Outlaws

Implementation and focus on the Gauss Curve to
Methodology
overcome resistance to change
5% 45% 45% 5%

Increased customer satisfaction leads to
Result
Increased market share, sales & revenue


You want Change ?
4
Sales reasons
channel
IECC

We make it happen !
EU / LIC 3P

Change
Measure
ment

Change structured in 3 PHASES 12steps
3S

1. Starting creation of Awareness
Philosophy top & middle management and personnel
2. Setting goals
Process qualification & mapping
Implementation CoPP® (calculation Cost of Poor Performance) and
Strategy
TAPE® measurements
3. Implementing the change
12-Steps Methodology
Implementation
Methodology
= the new way of working
= the new processes are being prepared including all details necessary for
its realization
= it is known by which persons, in which way, at which costs the different
process steps will be executed and what the result will be achieved
Result = all tasks necessary for building the new processes are defined, detailed
and included in the cost/benefit analysis


From Process Mapping to
4
Sales reasons
channels
IECC

Change
Implementation EU / LIC 3P

Measure
3S
ment

1. WHO are the CUSTOMERS and
WHO are the PROCESS OWNERS 12
steps
Philosophy 2. Identify & prioritize the Customer
requirements (TAPE®)
3. Paired Weighing Ranking
Implementation 4. Project Definition
Strategy
5. Process Descriptions
6. Identify Deviations
7. Cost & Efficiencies
Implementation
Methodology 8. Improvement Plan
• Define change management areas (= WHAT)
• Request each department/function to make presentation
of HOW to resolve their inefficiencies
Result
• Combine and set total resolution


4
Sales reasons
channels
IECC

Change

Measure
3S
ment

9. Presentation by process owners
to top management 12
steps
Philosophy  We went to our customers
 We listened and understood them
 We did process deviation ranking
 We identified where deviation occurs and the causes
Implementation
Strategy  Then we involved all depts. How to improve our process
 We did cost and benefit analysis

Implementation Project Team
Methodology
“We like to start the change” say the process owners
Management has no longer a choice… they will approve.
Top management
Result agreed that it has to happen = we are all willing.


4
Sales reasons
channels
IECC

Change

Measure
3S
ment

10. Implement Change
Management Project 12
steps
Philosophy • Understand and manage
the drivers of change
• Set Program Directorship
• Use the AIS Reference Model
Implementation
Strategy • Company Strategy Block
• Process Change Block
• IT Block
Implementation
11. Remeasure the TAPE grid
Methodology 12. Institutionalize

Result
... measurement = continuous process...


Measuring the RESULTS
4
Sales reasons
channels
IECC

EU / LIC 3P

Change CoPP calculation
(obtain costing elements, keys and data) Measur
3F

 Focus on manpower, product and transmission cost ement
+ related depreciations (Activity Based Costing) 12steps

 relate to timing / sequence of processes
Philosophy
= PROCESS COST (PC)
 Determine the cost of deviations / non-performance (=
errors, rework, duplication, non-value-added processes,...)
 use TRIADE thinking:
Implementation
Strategy
 non-productivity
 non-efficiency
 non-accurate & non-timely (from customer satisfaction rating)
= INTERNAL FAILURE COST (IFC)
Implementation  Determine the effect of internal failures to related processes
Methodology = EXTERNAL FAILURE COST (EFC)
 Root-cause investigation and analysis
= APPRAISAL COST (AC)
 Add Prevention Costs (waste of investment =
Result prevention, training, improvement) = max 10% of CoPP and decreases
over time
COPP = IFC + EFC + AC = real invested process cost


4
Sales reasons
channels
IECC

EU / LIC 3P

Change
 using TAPE® and CoPP® to
 measure the present Measur
3F

ement
customer perceived quality 12steps

 predict the improvements
Philosophy
 measure the change
 applying to
 Information & Communication Technology (ICT)
Implementation
Strategy
 Business Process …..
 Improvement (BPI)
 Re-engineering (BPR)
Implementation
 Engineering (BPE)
Methodology
 Business processes as core of performance calculation
 TAPE® grid & SNEP® – measure customer satisfaction
 SIMIST® Architecture – process simulation &
Result
implementation


4
Sales reasons
channels
IECC

EU / LIC 3P

Change  End-user Coaching
direct coaching & training effort Measur
3F

 on nearly individual basis ement
12steps

 over an extended period of time
Philosophy  to get the maximum out of the application

 Measurable improvements in
Implementation
 Process quality & performance
Strategy  End User’s efficiency
 Improvements typically exceed net.
Implementation
35%, measured with the TAPE® grid
Methodology

Result
Process Enabled, Customer driven


TAPE®-grid Customer Satisfaction
Change Customer-focused change aims to measurably improve
customer satisfaction.
The TAPE®-grid measures the customer perception
Philosophy
through performance indicators related to the 3 process
components

Implementation
Strategy

Implementation
Methodology

Any improvement in customer perception results in reducing the
Costs of Poor Performance: these are the process costs due to
Result inefficiency (rework) and non-productivity in process steps, and to
the rectification of non-timeliness and/or inaccuracies of the output.


SIMIST® Process Simulation
Change
SIMIST® Architecture
dynamic and visual simulation model of the operations
Philosophy

Implementation
Strategy A clear view
of your
organization
Implementation
Methodology

Based on the 5 layer Process Mapping
Result Hand-off Process Mapping = WHAT


Change
Start with the business processes
Charting them = a first good step
Philosophy

Deploym ent Chart - Contr actor Review Policy

Return report to

Implementation
Legal Division contractor!
Legal Division

Strategy
No

Technical Contractor submits Is report Yes Notify contractor of Assign control Is data No Develop clarification Contractor receives
Initial review. Log report in. Technical Division Review and comment. Sign disapproval letter.
report for review. complete? receipt. number: approved? request. disapproval letter.
Division

Yes

Sign and approve Contractor receives
C.C. Division C.C . Division
letter. approval letter.

Implementation
Methodology But who points out improvements in this chart!

Result


Change
What are efficient business processes?

Philosophy
• a group of activities aimed at a specific result
• a group of business activities (tasks) that create
added value for the customer
Implementation • a transformation of input(s) into output(s)
Strategy

Implementation focused on the customer and the result
not on the mechanism
Methodology

Result


Change
• SIMIST® has been developed by AREOPA together with
leading universities in the field of simulation techniques
• SIMIST® is supported by an interactive information
system reflecting your company’s current environment
Philosophy
• SIMIST® has the ability to simulate alternatives and
anticipate future process flows with operational and
financial impact of decisions, without experimenting
Implementation with the organization itself or indeed ... the customer
Strategy
• SIMIST® shows how processes perform in terms of
• flow (bottlenecks, imbalance,…)
• statistics (service level, throughput time, capacity
Implementation
Methodology
utilization, …)
• financials (activity based costs, waste, spare capacity)
• SIMIST® significantly reduces the time required to
analyze present and future (proposed) process
Result
performance.


Change
SIMIST example: present situation
“Customer Service Process”
Avg : 5 / Var : 2
Avg : 5 / Var : 1
Delay : 12 sec.
Info-Desk
Philosophy Prepare Info
Inter-arrival Time : 2,5 min.
Avg : 5 / Var : 2 Avg : 6 / Var : 2
Complaint-Desk
Check/Send
Implementation Avg : 1 / Var : 0.25
Strategy
General PHONE-DESK
Avg : 1.5 / Var : 0.5
Avg : 2.5 / Var : 0.5
Order-Desk
Implementation
Methodology Order-Entry
If waiting-time > 20 sec.
Avg : 1 / Var : 0.25
Avg : 1.5 / Var : 0.25
Agenda-Desk
Result Mailing
If waiting-time > 30 sec.


Change
SIMIST: the wanted process flow using TAPE® grid
Timeliness 90 %  Extra Delay Phone-Call : Info-Desk
Accuracy 80 %  New Start
Efficiency 90 %  Rework Activity
Philosophy Avg : 20 / Var : 5
Productivity 100 %

Additional
Info
Implementation
Strategy Avg : 5 / Var : 1 Avg : 30 / Var : Avg : 15 / Var : 5 Avg : 10 / Var :
10 2.5

Prepare Info Send Info Decide Order-Call
Implementation
Methodology
Avg : 15 / Var : 3

Reject
Result
Phone-Call : Order-Desk


Change
SIMIST: financial representation
400000

350000
Philosophy 300000
250000

200000 Sales
Implementation Profit
Strategy 150000

100000

50000
Implementation
Methodology 0
IST IST plus What-if

Result
AREOPA
Facilitating Change Management


You want Change ?
4
Sales reasons
channels
IECC

We make just that happen!
EU /
LIC 3P

Change
Measure
3F
ment

AEP Knowledge Centres 12steps

Philosophy
 First step: develop the Program Directorship, organized
in the AEP Knowledge Center (KC)
 Selection of KC leaders, project champions and
other core team members
Implementation
Strategy
 Training and certification of core team in
AREOPA’s Change Management Methodology
 Knowledge Center-team – in collaboration with AREOPA’s
Implementation
SAMs, Subject-Experts and/or assigned CAPs – undertake:
Methodology
 Initial Analysis Phase:
 Current and intended strategic environment
 1-9 of 12=step Methodology
Result  Results presented by Process Owners and obtain
board, management and process owner’s buy-in


You want Change ?
4
Sales reasons
channels
IECC

EU /
LIC 3P

Change
Measure
3F
ment

Implementation Phase 12steps

Philosophy
 Awareness creation
 CoPP of top-10 processes – management selects 3-5
processes to start with
 12-steps for Process Improvement – BPI
Implementation
Strategy
 12-steps for Process Re-/Engineering – BPR / BPE
 SIMIST
 All above in parallel with 12-steps: IT2
Implementation
 Present Implementation Plan
Methodology
 Roll-out and Measure
AREOPA or assigned CAP (Certified AREOPA Partner) will assist, train
and guide through-out the process of up to 4 projects, gradually
Result transfer ownership to KC-Team / Process Owners, after which they
will take full ownership, train additional resources and roll-out


You want Change ?
4
Sales reasons
channels
IECC

EU /
LIC 3P

Change
Measure
3F
ment

End User Coaching (EUC) 12steps

Philosophy
 In order for the implementation of new systems to be
successful all involved employees need to be adequately
trained in line with the processes they are part
of, particularly the End Users, who are probably the most
Implementation
Strategy
impacted by changes in their daily activities
 EUC programmes are based on the expectations of both
the management and process owners and include
Implementation
measurable objectives in terms of process
Methodology
performance and specific scripts for process-based
training
 EUC mentors (pedagogically trained people, not technical
Result consultants) carry out Holon sessions (individual
coaching in groups of 2 to 3 users)


You want Change ?
4
Sales reasons
channels
IECC

EU /
LIC 3P

Change
Measure
3F
ment

We also realize with you 12steps

End-User products
Philosophy
 Measure change
 Strategic Exercises
 SIMIST® process simulation
Implementation
 Customer Satisfaction Measurement – SNEP®
Strategy  Cost Of Poor Performance – COPP®
 IT Architecture
 End User Training & Coaching
Implementation In B2B we make you profit through
Methodology
Transfer of know-how by (licensed)
 High Level BPR body shopping
 Strategic Alliances
Result  Virtual Participation
 In-sourcing


Sales

You want Change ?
chann 4
els reasons
IECC

We make it happen ! EU / LIC 3P

Change
Measure
3F
ment

We support you through 12steps

 Strategic Alliances
Philosophy  AREOPA Group International – a global network of
independent experts, collaborating in a closed virtual
network (GNO = Global Network Operations)
representing cross geography and industry/expertise
Implementation
Strategy  AREOPA Knowledge Centres (AKC) by ECO Zone
 AREOPA Training Centres (ATC) – regional & AEP location
 Certified Alliance Partners
Implementation
 = consultancy services providers, covering 1-all ECO zones
Methodology  Fully trained and certified by AREOPA
 Access to AREOPA’s Knowledge Base
 Subject-Experts Insource Pool
Result  AREOPA has access to subject-experts sourced from CAPs
and project outsourcing providers


AREOPA’s Business Proposition
Change “No Cure, ... We Stay”
 AIS is a smart combination of a complete and pragmatic
Change Management philosophy and Organizational
Development and Change concepts, brought together
Philosophy
and continuously enriched with field experience
 The philosophy implemented in the AIS Reference
Model leads to fixed price projects with measurable
Implementation
Strategy
and committed results, by focusing on:
 Customers
 Processes, and
 Process Owners
Implementation
Methodology  Process performance is measured and improvements are
monitored by means of TAPE® Grid Elements
 Results to be achieved are defined upfront for a fixed
Result price, and AREOPA agrees to stay onboard until the
agreed objectives are achieved


You can Change ! Let’s start !
Change
AREOPA is the leading-edge 4

knowledge and practice provider Sales
channels
reason
s IECC

managing organizational change
Philosophy creating leverage for our partners and EU / LIC 3P

“excelleration” in business performance Measure
3S

For CUSTOMERS
ment

12steps

Implementation
Strategy Guaranteed predictable and sustainable results

Implementation AREOPA
Challenging the
Methodology

KNOWLEDGE ECONOMY
Result
and bringing the standards of
INTELLECTUAL CAPITAL to market.


The Evolution Of Change

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (20)

Similaire à The Evolution Of Change

Similaire à The Evolution Of Change (20)

Plus de Joris Claeys

Plus de Joris Claeys (20)

Dernier

Dernier (20)

The Evolution Of Change