Combine organizational change and re-engineering

Reengineering efforts fail to meet their objectives approximately 75% of the time. The reason is that most reengineering projects take place as if the technical processes existed independently of the organization which must carry them out.

Astornet gets better results by treating reengineering as the technical side of profound organizational change. The process we recommend makes future changes far easier to accomplish and gets fast real-world results.

While each project is unique, there exist some basics to applying process Re-Engineering as is shown below: 
                 

Here's why this approach succeeds:

• Everybody has the same “big picture” of your organization's business realities. This prevents subsequent sub-optimization, a real risk when teams work in isolation or purely by function.
• There are no chimneys; groups work in a “max mix” configuration that eliminates boundaries of rank and function.
• Everybody shares (and develops together) a clear notion of how things SHOULD work.
• Top management keeps the job of leadership, direction, and prioritization, but the whole organization participates and gives input.
• Energy levels are very high.
• The obvious gains are realized.
• The ongoing process teams (and projects) are identified and chartered.
• Things happen fast.