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
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
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.