Taken with picplz at Piazza Duca d'Aosta in Milan, Italy.

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Taken with picplz.

Taken with picplz.

Taken with picplz in Faggeto Lario, Italy.

A summary of the key points in Mike Hammer's The Agenda. http://amzn.to/agenda-mh

Amplify’d from andrewmpark.wordpress.com

Over the last nine chapters, I have laid out an agenda that prescribes what companies must do to thrive in the customer economy. Here it is, in summarized form: 1. Make yourself easy to do business with… 2. Add more value for your customers… 3. Obsess about your processes… 4. Turn creative owrk into process work… 5. Use measurement for improving, not accounting… 6. Loosen up your organizational structure… 7. Sell through, not to, your distribution channels… 8. Push past your boundaries in pursuit of efficiency… 9. Lose your identity in an extended enterprise… Read more at andrewmpark.wordpress.com

I am looking for evidence on BPR ineffectiveness.

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Much of the literature on BPR has taken an evangelical stance on the issue, assuming that BPR is automatically good for an organisation. As a consequence, there has been little reportage of actual BPR failures. Estimates of failure rates vary. For example, Caron et al. (1994) report a 50 per cent failure rate, while Murphy (1994) reports a failure rate of 70 per cent. However, it is quite probably the case that many failures may go unreported since the organisation will understandably not want to publicise the fact, or, indeed, may not even survive to tell the tale. Therefore, it is likely that the true failure rate may be even higher. Certainly, many companies only begin to consider BPR when they are faced with a survival-threatening crisis and radical surgery is required. For example, Rank Xerox were forced to reengineer their business processes when their market share plummeted from 90 percent to 9 percent following the entry of Japanese competitors into their marketplace (Hammer & Champy, 1993). Read more at findarticles.com

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Appreciative Inquiry: The Constructionist Principle in practice

“Reality” is a social construction; it arises from language and from communication between people. Reality is the idea that people share on a certain issue or on the organization in general. Relationships between people are crucial.

Reality that people observe inspires their behavior, their engagement, their motivation, their passion, their creativity, initiative. It is’ critical taking care of the process by which people give meaning to the reality they observe.

Implications

The first one is the Constructionist Principle.

Practical tips Read more at mariogastaldi.com

This framework is one clear description of how things happen within organizations.
It explores into the complex domain, and is the basis for several methods aiming to improve organizations.
It is worth going deep into it.

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