In this article, we introduce a new tool, the “matrix of change,” that can help managers anticipate the complex interrelationships surrounding change. These linkages further aggravate change management problems and process interactions. In particular, because information technology and new organizational paradigms eliminate time, space, and inventory buffers, operations may become more tightly coupled. 4 Instead, managers must plan a strategy that coordinates the interactions among all the components of a business system. 3 In developing a theory of complements, Milgrom and Roberts showed mathematically how interactions can make it impossible to successfully implement a new complex system in a fully decentralized fashion. Interactions play a critical role in affecting outcomes, a role that leads to new analysis and theory. 2Įffective change management depends on recognizing complements among technology, practice, and strategy. 1 Unfortunately, current tools for managing change don’t do the job. Just as total quality management owes much to tools like statistical process control and the “house of quality,” business process reengineering can benefit from tools to supplement and focus managerial intuition.
0 kommentar(er)
