Foreword

Preface

Introduction

Organizational impact of toxic interfaces

The failure of strategic change

Interfaces are not the problem

Best practice using interface mapping

Too good to be true?

How much will this cost?

Does it work in practice?

01 Business strategy – rigorous formulation, routine underachievement

Objectives

Introduction

Only half a solution?

Two parts to the strategy – an uncomfortable truth

A need for a change in thinking

Increasing criticality of managing interfaces

Undocumented interfacing activities make up over 50 per cent of routine work steps

Interfacing activities’ invisibility

Interfacing activities and strategic impact

Century-old practices abound

Summary

02 Strategic outcomes from best-practice management principles

Objectives

Introduction

A complete set of management principles

Understanding the management principles

Link between best-practice principles and interfacing activity

Using principles to achieve staff and management alignment

Summary

Appendix

03 Making the change needs obvious – the critical role of interfacing activities

Objectives

How it all started

Exploring interfacing activity

Mapping reality – the paradox

Searching for an approach to mapping interfacing activity

Documenting what really happens

Importance of missing interfacing activities

Confidence from interfacing activity data

The management challenge quantified

Summary

Appendix

04 Interfacing activities, business strategy and business process innovation

Objectives

The need for strategic activity categorization

Relating value-added activities to a strategic framework

Support and core activities

Relationship between core activity and noise

Interfacing activity noise drives process innovation

Noise as an indicator of potential

Summary

05 Interface activity noise – the foundation of strategic change capability

Objective

The data

A huge opportunity

Outcome achievement

Situational dependency

Discretionary activity

Summary

06 Increasing performance

Objective

Continuous improvement or strategic process alignment?

Value revealed by interface mapping

Difficulties in addressing noise

Analysing noise drivers to achieve strategic outcomes

Summary

07 Organizational ‘genomics’ – strategic process analysis focused on implementation

Objectives

Introduction

Need for a new ‘genomic’ framework – summary

The real issue with interface mapping

Organizational ‘genomics’

How interface mapping meets the need

Analysing and using interface mapped data

Strategically defining business process change

Summary

08 Principles by which leading organizations drive change

Objectives

Introduction

Need for the deployment culture management principles

Exploring the deployment culture management principles

Contrasting approaches

Multi-organization process management

Summary

09 Using interface mapping to deliver performance

Objectives

Introduction

Relationship between interfacing activities and the management principles

Installing the principles and aligning business processes

Conclusions

10 Staying on top: maintaining business outcomes

Objectives

Introduction

Common approaches to business process change do not last

Continuous, strategic business process alignment

Interfacing activities continually change

Up-to-date interface maps

Essential features of an ongoing interface mapping programme

Month 1 deliverables

Determining change priorities strategically

Delivery of the required changes

Locking in the changes – BCIs

The last step

Conclusions

11 Definitions and an example of an interfacing mapping tool

Definitions

Interface mapping tool

References and Literature Researched

Index