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Review: "Barely a page went by without reminding me that in 45 years of working in the NHS we should have learned how to do this."
-Tony Giddings, Surgeon and member of the National Clinical Advisory Team of the UK. Former specialist adviser to the Parliamentary Enquiry into Patient Safety
"Sustainably free up 10-15 per cent of staff capacity without a call on precious capital and increase customer service and employee satisfaction? Interface mapping delivered all these in three different businesses."
-Louis Hawke, Managing Director, Product Strategy and Marketing, ANZ Bank
"Riveting content... deserves to be recognized as the standard reference for any organization wishing to achieve strategic alignment of its resources."
-Bernie J Mithen, Consultant and former Victorian Commissioner, Australian Securities and Investment Commission
"No organization can deliver on better costs containment and productivity gains unless there is a concerted effort to properly manage the many interfaces in processes. This book is perhaps the first ever to explain how to do that really well!."
-Joan Fitzpatrick, CEO, Australia and New Zealand Institute of Insurance and Finance
"We use it to drive increased returns and volumes whilst building the engagement and commitment of our team. It enables us, with minimal time commitment, to understand where staff are allocating their time so that we are able to adjust to strategically align the work effort."
-Tom Lucey, Vice President at General Electric
Description: One of the key success factors for any organization is effective strategic change but most change management projects fail or only partly deliver on their promise, usually as a result of conflict between boardroom strategic initiatives and the working process design of the company.
Implementing Strategic Change shows that most of this conflict occurs during interfacing activity - the seemingly small activities such as chasing, following up and seeking permission to proceed that help drive a process forward can make up to 80 per cent of many employees’ workloads. This book will show that business strategy and change implementation rely on deep and close process knowledge and help develop the framework for understanding and improving these activities in any organization.ISBN - 9780749465544
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Pages : 248
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