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Business Process Re-Engineering
In major business improvement programmes, the main focus is generally on systems, applications and processes and there are valid business reasons for this level of focus. Yet there is another variable that is often overlooked and that is culture.
The common factor in all organisations is people, and people create the culture within organisations and people fear change. We’re happy to analyse processes, systems and applications, but not so happy to analyse politics, the lack of cross functional communication or co-operation, blame culture, silo mentality and so on.
Organisations have key performance indicators that incentivise staff to not ‘care’ about the rest of their organisation and how they may impact them. Staff refer to other parts of the same organisation as ‘They’. It is commonplace for people involved in the same end-to-end business process to have never met.
In many cases cultural change will have a greater effect on business transformation programme outcomes than any changes made to applications, systems or processes. For a case study that looks at the impact of culture on an organisation view the white paper.
