Reengineering Why It Fails

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ReengineeringWhy It Fails

• Scott Schlofman
• December 14, 2006

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• Heres to the crazy ones, the misfits, the
  rebels, the troublemakers, the round pegs in the
  square holes the ones who see things
  differently they change things the ones who are
  crazy enough to think that they can change the
  world, are the ones who do.

Steve Jobs
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What Is Covered

• Defining reengineering
• Reengineering and me
• Why it succeeds and why it fails
• Worldly examples
• Group activity
• Summary

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Defining Reengineering

• You cant do the same thing over and over and
  expect different results.
• Starting over

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Reengineering and Me

• How can we use this in our organization?
• Is change really needed in our group?

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Change Is All Around

• Clientele changes
• Technology changes
• Added competition

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Success or Failure

• Leadership
• Attitudes of need and urgency
• Old system and changes
• New system and changes

Reengineering succeeds or fails with
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Leadership
Leadership in every organization

• Overall vision
• Departmental breakdown
• Personal vision

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Attitude of Need
Create the need for change

• Tunnel vision
• Trapped in habit

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Attitudes of Urgency
Create a sense of urgency

• Choose the right pace
• Urgency helps focus

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Old System and Changes

• Understand previous system
• Diagram the old way
• Abandon the old way

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New System and Changes

• Diagram the new way
• Implement the new way
• Persist in the new way

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Traps to Avoid i

• Dwelling on past
• Focusing primarily on technical skills
• Creating too many targeted skills
• Turning simple tasks into complex procedures

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Worldly Process Examples

• Not needing to reengineer
• Finding waste
• Seeing the results

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Worldly Service Examples

• Need to reengineer
• Doing something totally new
• Seeing the results

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Group ActivityInstructions

• Object
• Activity description

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Group ActivityPart ONE

• Phrase 1
• Reengineering will fail 70-80 of the time.
• Phrase 2
• Work this time fails with human error.
• Phrase 3
• With the new process, failure occurs because of
  the complexity of the new system.

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Group ActivityPart TWO

• Phrase 1
• Phrase 2
• Phrase 3

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Group ActivityPart THREE
Look at first index card

• Write the first 2 words of Phrase 1
• Write the first 3 words of Phrase 2
• Write the first 4 words of Phrase 3

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Group ActivitySummary

• Reengineering will work this time with the new
  process.

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Group ActivitySummary

• Which process was the quickest?
• Why was it the quickest?
• How can we apply this to our organization?

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Training Summary

• Change is vital for survival
• Succeed or fail by small things
• Leadership and attitude
• Persistence

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Training Summarycontinued

• The past is written
• Focus on the tangible
• Manageable amount
• Simply eliminate waste

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Reading List

• Arbinger Institute (2002). Leadership and
  Self-deception. San Francisco, CA
  Berrett-Koehler Publishers, Inc.
• Beckhard, Richard (1992). Changing the Essence.
  San Francisco, CA Jossey-Bass Publisher.
• Beckhard, Richard, Harris, Reuben T. (1977).
  Organizational Transitions Managing Complex
  Change. Reading, MA Addison-Wesley Publishing
  Company, Inc.
• Bishop, Charles H., Jr. (2001). Making Change
  Happen One Person at a Time. New York, NY
  AMACOM.
• Black, J. Stewart, Gregersen, Hal B. (2002).
  Leading Strategic Change. Upper Saddle River, NJ
  Pearson Education, Inc.

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Reading Listcontinued

• Bridges, William (1991). Making Transitions.
  Reading, MA Addison-Wesley Publishing Company,
  Inc.
• Deutshman, Alan. (1994). Change or Die.
  FastCompany Magazine. Retrieved October 12, 2006
  from http//www.fastcompany.com/magazine/94 May
  2005.
• Hammer, Michael, Champy, James (1993).
  Reengineering the Corporation. New York, NY
  HarperCollins Publisher, Inc.
• Virginia Tech. Specific Examples of
  Reengineering. Retrieved December 13, 2006 from
  http//filebox.vt.edu/users/hmeyer2/examples.html