Implementing Strategic Change: Managing Processes and Interfaces to Develop a Highly Productive Organization

One of the key success factors for any organization is effective strategic change to ensure adaptability and increase productivity. Despite their importance, most change management projects fail –  Samson and Bevington's research points to an average process failure level of at least 30%  – and the problem is often the conflict between boardroom strategic initiatives and the procedural design. 

Their analysis shows that most conflict occurs during seemingly small activities that help drive a process forward and can make up to 80% of many employees' workload  –  tasks like chasing, following up or seeking permission to proceed. Their experience with over 400 companies in a range of industries proves that business strategy and change implementation rely on deep and close process knowledge. In this book, they offer proven productivity improvement tools to analyze process activities and rigorous and detailed methods to reengineer processes and make change successful. 

Danny Samson is Professor of Management at the University of Melbourne (Australia), and he is also Director of the Foundation for Sustainable Economic Development there. He spent ten years working on corporate strategy with the CEO and top team of an international bank with branches in the UK, USA, New Zealand and Australia. He regularly provides industry and executive seminars.

Tom Bevington is a partner in Bevington Group and its sister company Bevington Process Management Tools. He was CEO of an international computer services organization with operations in 49 countries. His clients have included GE Capital, ANZ, Commonwealth Financial Services, AMP, AXA and Tower.