CHAPTER 7 PROBLEMS AND CHALLENGES OF BPR

1. CHAPTER 7 PROBLEMS AND CHALLENGES OF BPR Chapter 7: The Road is Not Smooth, Watch for Danger

2. OBJECTIVES 1.0 Identify and explain the problems a business redesign project team might encounter. 2.0 Describe the defense strategies for each problem. drmasanom

3. PROBLEMS AND STRATEGIES The problems are divided into these categories: 1.0 Leadership imperfections 2.0 Terrorists and saboteurs 3.0 The plight (dilemma) of middle management 4.0 Anguish (suffer) of cultural struggle 5.0 Project paralysis drmasanom

4. PROBLEMS AND STRATEGIES • 1.0 Leadership Imperfections: the loss of executive sponsorship can translate into loss of funding, project delays, and weakened efforts that cannot achieve the promised benefits. • The imperfection of leadership occurs most frequently in four situations: • The executive lacks the skills needed to demonstrate leadership– many executivesreceive little or no training in leadership skills, change management, and behavior modeling. • Many executives have trouble listening, asking questions, and seeking clarification – they feel comfortable dictating and seeking confirmation. drmasanom

5. PROBLEMS AND STRATEGIES Many executives have trouble listening, asking questions, and seeking clarification – they feel comfortable dictating and seeking confirmation. Few business cultures encourage people to challenge their executives. Managers tend to report what executives want to hear, which mean they support executive perceptions and screen out bad news. (Some executives are introverts, uncomfortable people; they are insecure about speaking to groups of either subordinates or peers.) drmasanom

6. PROBLEMS AND STRATEGIES • The executive suffers from “control madness” • Control-focused executives demand detailed knowledge of project plans and insist on being involved in all design decisions. • This occurs when the executive sponsor distrusts those in charge of the BR project. • Control madness can also be rooted in risk aversion – by being involved in the project design and meetings, the executive can measure and control the risk to which he is exposed. • Risk averse executives should sponsor process improvement rather than BR project. drmasanom

7. PROBLEMS AND STRATEGIES • The executive has “runaway” expectations. • Business executives tend to be enthusiastic optimists who believe that almost anything is possible. • They want things to happen quickly. Some deny the complexity of the effort. • Some forget that fundamental change takes time and requires continual training and support. • The executive lacks the skills needed to manage change and model new behavior. drmasanom

8. PROBLEMS AND STRATEGIES • The executive lacks the skills needed to manage change and model new behavior. • A business reengineering project typically takes 12 to 18 months to deliver its first benefits. • The pain of change becomes more intense as people try to let go of old habits and assimilate (absorb/learn) new ideas and knowledge. drmasanom

9. PROBLEMS AND STRATEGIES Executives are subject to a barrage (bombardment) of outside pressures that can affect a BR project. Customer demands, competitive changes in the marketplace, government legislation, and other projects all demand their attention. The more reactive the culture, the more likely these pressures will disrupt the BR project. drmasanom

10. Defense Strategies for Leadership Imperfections 1.0 Have periodic meetings with executive sponsors to discuss roles and responsibilities, expectations for the project, and other needs and concerns. 2.0 Hold briefing sessions with the executive sponsors and other key executives to educate them on business reengineering and alternative change strategies/initiatives. 3.0 Develop and get executive acceptance of tactical plan that provides the executive with specific recommendations for how to act, what to say, and how to sponsor the project. In short, that can enable executives to carry them out effectively. drmasanom

11. Defense Strategies for Leadership Imperfections 4.0 Agree on the extent and types of involvement required to make the executive sponsor comfortable with the project team’s work. 5.0 Provide for periodic updates on factors affecting project implementation. drmasanom

12. PROBLEMS AND STRATEGIES • 2.0 Terrorists and Saboteurs • They are driven by ambition, the need to control others, and other self-centered personal agendas. • They take a wait-and-see attitude and may even appear enthusiastic. • Five types of behavior: • The Lone Ranger The Technocrat • The Game Player The Pretender • The Opportunist drmasanom

13. Defense Strategies for Terrorist and Saboteurs • The Lone Ranger • Quiet and Direct confrontation • The Game Player • Include in the project team • The Opportunist • Play nursemaid • The Technocrat • Limit and control involvement drmasanom

14. Defense Strategies for Terrorist and Saboteurs • The Pretender • There is lack of open hostility and resistance • Use persistence and confrontation to handle passive-aggressive saboteurs. • Working Effectively with Terrorists and Saboteurs • Keep your eyes and ears open. • Directly confront the offender privately. • If the behavior persists, do not hesitate to contact the person’s boss and your executive sponsor for help. drmasanom

15. Defense Strategies for Terrorist and Saboteurs • Working Effectively with Terrorists and Saboteurs • If the behavior persists, and the person can be moved out of the project, do so. • If the sabotage continues, but you cannot remove the person from the project team, seek help in improving the team’s work, roles and relationships. • Don’t get too frustrated. drmasanom

16. PROBLEMS AND STRATEGIES • 3.0 The plight (dilemma) of middle management • Middle management roles, whether staff or line, must be examined and redefined. There are four critical components of the newly reengineered middle management position. • Leadership • Skill and knowledge development in others • Continuous process improvement • Planning and visioning. drmasanom

17. Defense Strategies for Plight of Middle Management • Remove people from the organization as they retire or resign. • Model the behavior of the new middle managers. • c. Apply facilitation, coaching, boundary pushing and obstacle removing as basic tactic for project implementation demonstrates the potential of this approach. drmasanom

18. PROBLEMS AND STRATEGIES 4.0 Anguish (Suffering) of Cultural Struggle: Project teams make three fatal mistakes: 1. They believe that implementation is simple 2. They believe the solution is logical 3. They believe the vision is shared by the rest of the organization. drmasanom

19. Defense Strategies for Anguish for Cultural Struggle • Educate the project team in the concepts of change and change management. • Learn to listen and ask questions rather than telling everyone what they should do, feel, and expect. • If there are implementation problems that cannot be solved, then the project team must help the executives terminate the project or change its direction. • d. To support the cultural change, be realistic about how long it takes to obtain policy change approvals, educate and train operation staff, etc. drmasanom

20. Defense Strategies for Anguish for Cultural Struggle • The project team members should involve everyone they can in the project. • The project team members should focus on how they work as intently (closely) as they focus on what they accomplish, remembering to model the behavior appropriate for the reengineered environment. drmasanom

21. PROBLEMS AND STRATEGIES 5.0 Project Paralysis The project team can be its own worst enemy. Their problems include: # Perfectionism # Impatience # Dizziness of possibilities # Letting details fall through the cracks. drmasanom

22. Defense Strategies for Project Paralysis • a. Perfectionism: • The project team must openly discuss it if they have tendencies toward being perfectionists. • Impatience • Valuable techniques include formal dialogues with groups, one-on-one meetings, questions and answer sessions, educational seminars, video communications, and formal training. drmasanom

23. Defense Strategies for Project Paralysis • Dizziness of Possibilities: Too many choices and not enough direction can create paralysis; presentation for blueprint and implementation plan for approval and funding can be overwhelming; some teams cannot reorganize themselves for smooth implementation task work. • Shift from opinions to facts is one of the best ways to overcome mental dizziness. • Conduct pro-and-con analysis to evaluate risks and reassure the group that all implications of the decision have been addressed. • Develop a means of assessing progress and dealing with issues that appear overwhelming. drmasanom

24. Defense Strategies for Project Paralysis • Letting Detail Fall Through the Cracks • Conceptual creativity is just as important as focus on detail – there must be a balance between the two elements. • Examples: • Lack of definition in a business process to such a degree that people cannot “walk through” a simulation of the process. • Lack of delivery dates and task assignments. • Defense Strategies • Each team member must be aware of all members accountabilities in each phase of the project. drmasanom

25. Defense Strategies for Project Paralysis • It requires the team to work as a unit. • Draw on each person’s skills and ideas. • There is one commander through whom everyone else coordinates and communicates. • Every person takes on a specific dedicated assignment and carries it out, trusting that everyone else is doing exactly the same thing. drmasanom