Improving the change management process : executive summary

As external factors increasingly influence the way businesses operate, companies have to be able to adapt in order to cope with these external influences. They have to become agile and responsive to change in order to gain a real competitive advantage. However, most companies believe that they are unable to achieve this to their satisfaction. One of the main reasons cited is their inability to manage change effectively. The research summarised in this report identifies how the process of managing change can be facilitated and improved. It builds on the main concerns and issues identified in the change management literature and is supported with evidence from companies undergoing change. The research focuses, in particular, on best practice benchmarking, critical success factors for change, the role of corporate culture, understanding learning organisations and how to sustain change. Based on these research areas, two major developments are proposed to help organisations to manage change more effectively. The first method focuses on a benchmarking tool for change management. Formed from the actual practices of organisations who have managed change effectively, the tool provides a quantifiable way for companies to measure and improve their performance in change management. Its successful implementation in a number of different applications and levels, as demonstrated in the research, suggests that it could provide significant benefits to any organisation undergoing change. The second method focuses on sustaining long term successful change management, through more effective capture, sharing and transfer of knowledge within a company. This is known as corporate learning. A corporate learning framework, based on best practice, is proposed as a way forward for organisations to ensure that a holistic approach is taken when implementing corporate learning. Used correctly, these innovative methods provide mechanisms which can help any company undergoing change to improve the way in which it manages that change

Navigating Through the Maze of Business Process Change Methods

Business Process Management (BPM) is an approach adopted by many organizations for improving their business processes in order to serve their customers more efficiently and effectively. Literature on BPM offers a plethora of methods used as a guide when improving business processes. Some are promoted as methods for process reengineering, while others as methods for improvement, redesign, or innovation. The number of BPM methods is overwhelming, such that organizations are faced with the challenge to select one that best fits their needs. In this paper, we follow a systematic literature review approach to investigate the characteristics of existing BPM methods. We find that the ambition, nature and perspective of the methods are important to determine whether they can be used for radical or incremental process change. Our findings point to the lack of research done on methods for radical process change

Harness the Power of Frontline Supervisors to Turn HR Policies into Performance Gains

Key Findings: • Frontline supervisors play a critical role in implementing HR policies by developing employees and managing performance. • Coaching counts—one-on-one feedback from frontline supervisors increases the bottom-line by improving individual productivity. • Coaching alone isn’t enough. It is much more effective when combined with other management practices—for example, group incentives that enhance collaborative problem-solving and learning, and reinforce the lessons from individual coaching. • The resources and constraints of workplace technologies can affect the return on your frontline coaching and HR management strategies. Don’t overlook the level of process automation and rate of technical change on the job

Knowledge Management Practice at a Bulgarian Bank: A Case Study

This paper reports on knowledge management (KM) practices in the customer service and lending departments of one of Bulgaria's top retail banks and investigates how KM processes can be further improved. The Bank's KM activities have been studied using observations, interviews and informal discussions for data collection. Findings were compared and contrasted with existing literature in similar contexts. Although rudiments of knowledge sharing are evident from the KM activities in different departments of the bank, the limitations such as resistance to change of the implemented KM systems are impeding the effectiveness of the knowledge management process. More training and incentives are needed to increase knowledge creation and sharing. Moreover, a clearly articulated KM strategy along with success criteria and commitment and support from senior management is needed. There is a severe lack of knowledge management studies in Bulgarian context in general and Bulgarian banking sector in particular. The authors' findings will potentially help in improving knowledge sharing practice as well as provide a valuable insight into knowledge management related issues in the Bulgarian context. The findings from this research can be useful to companies from Eastern Europe and other regions in improving their knowledge sharing practice

Institutions and Forest Management: A Case Study from Swat, Pakistan

Deforestation in the North western part of Pakistan is a long standing problem. The Forestry Department, as formal managers of the forest resources, has been undergoing a long reform process aimed at improving its performance. This reform process has not resulted in less deforestation. From the policy perspective this has been leading to stated intentions to further reform the Forestry Department, the question is whether organizational reform is the answer. We think there are more limiting bottlenecks to sustainable forest management in Pakistan. De facto property rights are not as simple as denoted by statutory law. In this article we explore the mechanisms behind the deforestation and try to uncover mechanisms to reverse the process. Although our conclusions are not very optimistic, we provide a framework for determining the bottlenecks in the management of common resources from the perspective of institutions. We show that in circumstances where institutional change is necessary we are faced with a trade-off between the transaction costs related to the enforcement of “improved” institutional arrangements and the transaction costs improving enforceable institutional arrangements. Incurring these transaction costs only makes sense if the benefits from improved institutional arrangements outweigh them and the transition costs. When we relate this dilemma to the management regime of the forest in North west Pakistan, we identify at the one end of the spectrum the ideal forest management system; at the other end we see the spontaneous evolution of self organization. The current situation is an intermediate form with an incoherent set of external interventions and strategic reactions by different agents in the local communities. The emergent system of management is the one producing the present dismal outcome.New institutional Economics, Corruption, Forestry, Swat

Accelerating positive change in e-records management : the AC+erm project at Northumbria

The AC+erm project aims to investigate and critically explore issues and practical strategies for accelerating positive change in electronic records management. The project’s focus is on designing an organisational-centred architecture from three perspectives: people, process and technology. This paper introduces the project, describes the methodology (a systematic literature review, e-Delphi studies and colloquia) and presents solutions for improving ERM developed from the people and process e-Delphi responses. ERM is particularly challenging and the solutions offered by the Delphi participants are numerous, and range in scale and complexity. The only firm conclusion that one can draw is that the majority of the solutions are people-focussed ones. The Cynefin framework is introduced as one approach for providing a conceptual overview to our findings on ERM. The sample solutions presented in this paper provide a toolkit of ‘probes’ and ‘interventions’ for practical application in organisations

Accelerating positive change in electronic records management: an empirical toolkit of solutions

The AC+erm project aims to investigate and critically explore issues and practical strategies for accelerating positive change in electronic records management. The project’s focus is on designing an organisational-centred architecture from three perspectives: people, process and technology. This paper introduces the project, describes the methodology (a systematic literature review, e-Delphi studies and colloquia) and presents solutions for improving ERM developed from the people and process e-Delphi responses. ERM is particularly challenging and the solutions offered by the Delphi participants are numerous, and range in scale and complexity. The only firm conclusion that one can draw is that the majority of the solutions are people-focussed ones. The Cynefin framework is introduced as one approach for providing a conceptual overview to our findings on ERM. The sample solutions presented in this paper provide a toolkit of ‘probes’ and ‘interventions’ for practical application in organisations

Evaluation of the impact of a Herd Health and Production Management programme in organic dairy cattle farms: a process evaluation approach

Animal health planning activities are not always providing a satisfactory positive impact on herd health and welfare. Moreover, evaluating the impact of advisory programmes is complex due to multiple interacting elements that influence its outcome. Therefore, measuring solely health outcomes is not sufficient: the whole process of the implementation and use of such programmes should be evaluated. In order to evaluate the impact of an intervention with a Herd Health and Production Management (HHPM) programme a process evaluation framework was designed and used. The intervention involved 20 organic dairy cattle farmers and their advisors, in both France and Sweden. In both countries 20 organic dairy farms were selected as control herds. The evaluation of the HHPM programme was based on: (a) the compliance to the programme; (b) the programme’s functions influencing herd health management practices and stimulating dialogue between farmers and advisors; (c) its effectiveness in terms of improving herd health compared with control farms. Complete compliance to the programme was fulfilled by 21 out of 40 farmers–advisors. Results from a questionnaire showed that the programme functioned as intended (e.g. by allowing early identification of herd health problems), stimulated change in farmers’ herd health management practices and farmer–advisor dialogue. Even though the majority of the users perceived that the programme contributed to herd health improvements, no significant differences in health outcomes were found when compared with control farms 12 months after the start of the intervention. The programme allowed creating an environment promoting the exchange of information between farmers and advisors, necessary to define pertinent advice in a farm-specific situation. Future research should aim at improving methods for the evaluation of the effect of advisory programmes, by identifying early indicators for effective advice and developing methods to evaluate the quality of advisory situations without interfering with them

The development of absorptive capacity-based innovation in a construction SME

Traditionally, construction has been a transaction-oriented industry. However, it is changing from the design-bid-build process into a business based on innovation capability and performance management, in which contracts are awarded on the basis of factors such as knowledge, intellectual capital and skills. This change presents a challenge to construction-sector SMEs with scarce resources, which must find ways to innovate based on those attributes to ensure their future competitiveness. This paper explores how dynamic capability, using an absorptive capacity framework in response to these challenges, has been developed in a construction-based SME. The paper also contributes to the literature on absorptive capacity and innovation by showing how the construct can be operationalized within an organization. The company studied formed a Knowledge Transfer Partnership using action research over a two-year period with a local university. The aim was to increase its absorptive capacity and hence its ability to meet the changing market challenges. The findings show that absorptive capacity can be operationalized into a change management approach for improving capability-based competitiveness. Moreover, it is important for absorptive capacity constructs and language to be contextualized within a given organizational setting (as in the case of the construction-based SME in the present study)

Navigating Through the Maze of Business Process Change Methods

Business Process Management (BPM) is an approach adopted by many organizations for improving their business processes in order to serve their customers more efficiently and effectively. Literature on BPM offers a plethora of methods used as a guide when improving business processes. Some are promoted as methods for process reengineering, while others as methods for improvement, redesign, or innovation. The number of BPM methods is overwhelming, such that organizations are faced with the challenge to select one that best fits their needs. In this paper, we follow a systematic literature review approach to investigate the characteristics of existing BPM methods. We find that the ambition, nature and perspective of the methods are important to determine whether they can be used for radical or incremental process change. Our findings point to the lack of research done on methods for radical process change