managing strategic change (cep bautista)

8/2/2019 Managing Strategic Change (Cep Bautista)

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BUSPO Master in Business AdministrationInstitute of Graduate StudentsE-mail: [email protected]


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Business Process Reengineering (BPR)

An organizational change method used to

redesign an organization to drive improved

efficiency, effectiveness, and economy.

Systematic starting over and reinventing the

way a firm, or a business process, getsits work done (Defined by: Michael

Hammer and James Champy)

Thorough rethinking of all businessprocesses, job definitions, management

system, organizational structure, work flow,

and underlying assumptions and beliefs.


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Business Process Reengineering (BPR) (cont)

BPR MAIN OBJECTIVES

Is to break away from old ways of working, and effect redesign ofprocesses to achieve dramatic improvements in critical areas (suchas cost, quality, service, and response time) through the in-depth useof information technology.

Organizational change tools may include: Activity based costing analysis

Base-lining and benchmarking studies

Business case analysis

Functionality assessment

Industrial engineering techniques

Organization analysis Productivity assessment

Workforce analysis

Others, as needed (e.g., human capital tools)


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High Performing Organization (HPO)

An organization that demonstrates and measures

improved operational performance (e.g., effectiveness and efficiency),

cost and manpower savings (e.g., economy), and

improved competency levels

through evaluation and improvement of its business management

and human capital practices. Applies to commercial activities (may also be applied to inherently

governmental activities)

May include existing contracted functions

Requires a business case (including human capital assessment, ifappropriate)

Does not require public-private competition

Operates as a Most Sustainable Organization


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Most Sustainable Organization (MSO)

An organization that achieves goals through planned improvement and

evaluation of its business management (and human capital practices).

Is the product of management analysis and human capital assessment that

includes, but is not limited to:

Management Analysis Tools Activity based costing analysis

Base-lining and benchmarking studies

Business case analysis

Functionality assessment

Industrial engineering techniques

Market research comparison

Organization analysis

Process reengineering studies

Productivity assessment

Others

Human Capital Assessment Tools Competency and staffing gap analysis

Evaluation of Federal Human Capital

Survey results

Evaluation of human capital strategic

linkage with mission

Evaluation of skills mix

Workforce analysis

Others


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BPR / HPO Implementation Steps and Tasks

Step 1Establish

BPR/ HPO

Project Plan

State the reason for BPR/HPO proposalState the BPR/HPOs objectives

Identify affected activities, employees, and FTEs

Identify impacted customers and stakeholders

Identify ongoing contractor support

Describe desired organizational change outcomes, including metrics Identify business and human capital management evaluation process if different

than described in Steps 2-5.

Brief leadership and employees/union/others


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BPR / HPO Implementation Steps and Tasks (cont)

Step 1Establish

BPR/ HPO

Project Plan

Step 2Conduct

Preliminary

Planning

Identify and assign Most Sustainable Organization (MSO) development teammembers

Develop action plan with milestones

Develop communications plan

Establish data analysis requirements and collection methods


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Step 1

Establish

BPR/ HPO

Project

Plan

Step 2Conduct

Preliminary

Planning

Step 3Develop

Business

Case

Implement communications plan Conduct AS-IS organization analysis

Develop Most Sustainable Organization (MSO) (TO-BE)

Measure gaps between AS-IS and TO-BE organizations

Develop phase-in and HR transition plans


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Step 1

Establish

BPR/ HPO

Project

Plan

Step 2Conduct

Preliminary

Planning

Step 3Develop

Business

Case

Step 4Implement

Business

Case

Identify and assign Most Sustainable Organization (MSO) implementation teammembers

Establish Letter of Obligation (between agency head and MSO activity

manager)

Initiate phase-in and HR transition to the MSO


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Step 1

Establish

BPR/ HPO

Project

Plan

Step 2Conduct

Preliminary

Planning

Step 3Develop

Business

Case

Step 4Implement

Business

Case

Step 5Track and

Validate MSO

Performance

Using metrics identified in Step 1, measure the success of- closing performance gaps,

- closing skill and competency gaps,

- achieving savings

- improving quality and timeliness.


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Implementing BPR/HPO is a Team Effort

Acquisition Officer

Participates in agency BPR/HPO efforts and supports sourcing arrangements

MSO development and implementation team members

Development team

Working group responsible for developing the MSOShould include functional experts, budget/management analysts,

personnel specialists, support contractors, etc.

Implementation team

Working group responsible for implementing the MSOShould include

Development team members

Employees who will work in the MSO


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Implementing BPR/HPO is a Team Effort (cont)

MSO Activity Manager

Accepts Letter of Responsibility from Agency Head

Day-to-day MSO activity manager

Human Resource Advisor

Represents the Human Capital Officer and advises both MSO teams on

human resources and implementation of human capital goals (e.g.,competency and skill gap closure, application of human capital flexibilities,etc.)

Human Capital Officer

Participates in agency BPR/HPO efforts and supports achievement of humancapital objectives

Others, as needed (e.g., CFO, Budget Officer, General Council,support contractor, etc.)


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E-engineering

Is an answer for growing globalization ofmanufacturing, sourcing

andengineering. In the world ofever increasing speed,

competition, treats and opportunities, you need to conduct your

business BETTER, FASTER AND MORE EFFICIENTLY every

day

MAIN OBJECTIVE

To help you run your business according to the highest global

standards and best practices, by providing you with up-to-date,

leading-edge industrial Web applications, customized to your needs.


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E-engineering (cont)

BENEFITS

Faster, easier and more successful e-business with your existing

and new partners within your industry (business-to-business, B2B)

Managing and leveraging your distributors network, making it

more efficient and sales-effective (business-to-distributor, B2D)

Managing information about your products, in different

languages, forms and media, from Web to desktop to paper

catalogues

Empowering your sales force, and providing them with a toolbox

which will help them boost your sales.


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E-engineering (cont)
http://www.bdo.com.ph/personal.asphttp://www.shootersarms.com.ph/http://www.ebay.ph/http://www.sulit.com.ph/http://www.my1stop.com/


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BUSPO Master in Business AdministrationInstitute of Graduate StudentsE-mail: josephmedel [email protected]

Reported By: Joseph Medel A. Bautista

managing strategic change (cep bautista)

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