Notes from Reengineering 10/3/96

In the transition to teams, career path, "home", recognition may all
have to change.  Individuals must take charge of their own direction and
get excited about creating a future.

in particular, the notion of a "home" probably must go -- merit-based
work will continue, but you can never go "home" again.

Teams _are_ the strategy (this is the vision)

Well defined, measurable goals.  Teams must understand how their work
ties into the value chain.  who (manager/team) puts this in place?  my
answer - a continuing dialogue

Mission
Objectives
Goals
Strategy

Naming a group is important - establishes identity which is referent
(i.e., refers to a strong set of beliefs or principles)

Organization problems - superstar bumped to reengineering czar (POWER!),
often seen as empire building.  Serious problem with baggage in
designating a reengineering leader/group.  Also with "reentry" of
reengineering "assignees"...

Competence: knowledge + skills (ability to apply knowledge) + attitudes

individual roles + collective roles

e.g.  name, responsible - simple, clear

    all -> contribute expertise; liaison; point of contact for
           implementation

wbs -> work packages -> org chart
linear responsibility chart
matrix 

Must define individual and collective roles!

One discussion area - should reengineering be done as a separate
organization; then "surprise" shift everyone?  or try to get
buyin/agreement as you go along?  Boeing argued for "secret"
development.

Success:  What the customer expects!  Before you start, talk to the
customer.  Find out clearly "WHAT DOES SUCCESS LOOK LIKE?"

Start with a clean sheet of paper:
    set aside past baggage (pro or con)
Fundamentally redesign how work is performed
    look seriously at how real work is done
Accept nothing less than dramatic improvements
    breakthrough!

Myer-Briggs' testing shows that engineers tend to NOT have a need for
social interaction.  This (in part) helps explain their calls for "real
value" or getting to the "real work" instead of all these meetings...

Reengineering...

Need to provide people with motivation - why should they change?
Need to trust the worker - you are asking them to make decisions.
Need to educate and train, provide tools and information to let the
worker do the work.  provide skills upgrades, social training,
communication training, leadership/managerial training...

Note: in one case, with 15,000 resumes to draw from (for new team-based
organization), 200 were hand-picked.  Over 25% failed over the first
year because they could not/did not want to work with a team.

day 2

Success as a manager/leader

    - an understanding of the technology
    - an understanding of management process
        (Planning, Organizing, Motivation, Direction/Guidance,
        Evaluation/Control)
    - Interpersonal skills
    - "Systems" context (having a "large view")
    - Decisions (being able to make and implement them - getting people
        to buy in, to commit and follow through)
    - Results (Operational effectiveness & Strategic effectiveness)

Types of "Decision making"

    Team Power
    High join
            consult
                sell
    Low             tell
         High       Low     Manager's Power

    Join - consensus - manager with little knowledge, team with lots
    consult - manager takes responsibility for decision,
        interviews/dialogues to get advice, informed decisionmaking
    sell - manager makes decision, then "sells" group on benefits, etc.
    tell - orders; expert, crises, etc.

p. 88
    Assess Business Environment
    Critical question - do you really have a reengineering project?  or
something for business strategic management?  or even simple product
pruning?

p. 53
    Reengineering Phases
    Vision - outputs business case, clearly id situation, impact,
solution(s), and payback/risks
        must make a compelling case - clearly show necessity to get
through denial
    Lab, pilot, rollout

different styles may be needed for each phase
    vision - facilitator
    lab - analytic, concrete
    pilot - problem solver
    rollout - coaching/deliver

Make your mistakes early when you can.  They're easier to fix then.

When doing process maps, avoid minutia, stay disciplined and "high
level".

Procedures are the scar tissue of an organization - they are designed to
avoid repeating pain, which means that something hurt when they were put
in place.

Why do quick hits?  provide success stories, validate reengineering
team.  Shows the reengineering group can and will make changes.

Start with your WORST projects to identify lessongs learned.  Revamp to
improve areas, and then look for best practices to import.

To make the compelling case - focus on cost, benefit.  Make sure it
shows clearly what the impact is on YOU!  base it on hard evidence.

In value chain analysis - note that management direction/control and
infrastructure support DO NOT ADD VALUE!

Aim to keep value chain short, reduce handoffs - don't be afraid to
reduce management and infrastructure, they are FRILLS.

When you identify risks and assumptions - you obligate yourself to make
contingency plans for dealing with them.

Notes from the slides

    Recent studies show that reengineering efforts run 70-80% failures.
    Note that this number is biased, because reengineering typically
        considers the effort a failure if it doesn't meet ALL
        objectives.

Reengineering for Competitive Advantage Through Teamocracy and
Project Management, Management Technologies Group, Inc. 1996