Ensuring Business Process Success Through Managing Organizational Change (Part 2)
(Continued from part one, here.)
Some process engineers (just like project managers) will quickly point out how their discipline recognizes a need for change management and accounts for it by including change management activities in their methodology.
Indeed, the control phase of a DMAIC is about maintaining defect reductions – keep that trendline going down! Regardless, process engineers (again, like project managers) have too much work to do to consistently and effectively manage change to assure lasting adoption. Other issues demand their attention and larger initiatives become too complex to effectively manage their organizational change.
Adopting what I consider to be an “organizational excellence” approach to process redesign is something I strongly recommend. This better positions an organization to change by allowing process engineers to focus on improving organizational processes while enlisting the support of a dedicated change management function to support change.
Yes, this is a multiple resource model, and it’s already a best practice with large projects like ERP implementations. Fundamentally, organizational excellence accounts for up to four disciplines interacting to affect greater process improvement: Strategic Planning, Process Improvement, Project Management and Change Management.
By having individuals who focus on the core deliverables of their discipline, organizations are better able to assign the correct mix of professionals at the right times to assure an initiatives success. This seems simple, but it’s so often overlooked or misunderstood.
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