Lektion 5 After Business Reengineering

Transcription

Lektion 5
After Business Reengineering
Lernobjekt 3
The next step – X-engineering
Seite
Übersicht LO
L5 LO3 The next step – X-engineering
LO Beschreibung und Literaturverzeichnis
Übersicht
Download PDF-Version
Lektion 5
Lernobjekt 3
Übersicht zum LO:
1
2
3
4
5
1 The next step after Reengineering..............................................................Seite 1
1.1 X-engineering...................................................................................................
Seite 1
1.1.1 Definition und Allgemeines ................................................................Seite 2
1.1.2 Why X-engineering? ..........................................................................Seite 2
1.1.3 How to apply X-engineering?.............................................................Seite 3
1.1.3.1The X-engineering triangle...............................................................Seite 3
1.1.3.2 Seven conventional precepts of management .. ............................Seite 4
1.1.3.3 Ten mistakes every X-engeineer should avoid...............................Seite 5
Kontrollfragen zu dieser Lektion
Beschreibung
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Durch Klicken auf den Fragezeichen-Butten gelangt der User zu den Kontrollfragen der Lektion 5 Seite 1
Plattform Business Process Reengineering
Eszter Balogh, Manuela de Pretis, Julia Spreitzhofer, Jeannine Willam
Seite 1 von 9
Lektion 5
Lernobjekt 3
The next step – X-engineering / Holonics
Seite
Beschreibung LO und Literaturverzeichnis
Lektion 5
Lernobjekt 3
Attributname
Beschreibung
Autoren
Eszter Balogh, Manuela de Pretis, Jeannine Willam, Julia Spreitzhofer
Zielgruppe
Jeder, der sich mit diesem Thema befassen will (speziell Studenten,
Dozenten, aber auch Laien)
Vorwissen
Lektion 1-4
Lernziel
Wissen, dass es nach der BPR-Umstellung nicht Schluss ist, dass es
weiterführende Konzepte gibt. Kenntnis der beiden Konzepte.
Beschreibung
Beschreibung der zwei Konzepte X-engineering und Holonics.
Schwerpunkt auf X-engineering, Holonics nur übersichtlich
beschrieben, da vieles ähnlich ist. Eventuell Unterschiede anführen.
Bearbeitungsdauer
30 Minuten
Keywords
Prozess, Business Process Reengineering, X-engineering, Holonics,
Champy, Hammer, triangle, participation, boundaries, process,
McHugh, Merli, Wheeler,
Verwendete Literatur
Champy, James (2002): X-engineering the corporation. Reinventing
your business in the Digital Age. New York: Warner Books Inc.
Stefan Bussmann (1992) Autonome und Kooperative
Produktionssysteme (Diplomarbeit)
Erstellungsdatum
November 2006
Benötigte Plugins
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Beschreibung
Bearbeitungszeit und Benötigte Plugins:
von Informatikern auszufüllen
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Lektion 5
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1
1 The next step after Reengineering
Nach der erfolgreichen Einführung von Business Process Reengineering kann über weiterführende Schritte nachgedacht
werden. Denn mit dem Reengineering allein ist es nicht getan, es muss weiterhin kontinuierlich verbessert und eventuell
sogar in ein paar Jahren erneut reengineered werden. Business Process Reengineering muss keineswegs eine einmalige
Sache sein.
Wir stellen in den folgenden Kapiteln das wichtigste
Nachfolgekonzept von Business Process Reeningeering vor:
Das X-engineering Konzept von James Champy
Voraussetzung für die Einführung dieses Konzeptes ist eine
erfolgreich durchgeführte Business transformation wie es in
Lektion 4 beschrieben wurde.
Beschreibung
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1.1 X-engineering
1.1.1 Definition und Allgemeines
1993 war Champy zusammen mit Hammer Begründer des Business Process Reengineering. Durch die rasche
technologische Entwicklung ist dieses Konzept jedoch in gewissen Bereichen veraltet und soll deshalb durch das
anschließende X-engineering lt. Champy, auf die Anforderungen der Kunden des 21. Jahrhunderts angepasst werden.
Kurz gesagt liegen die Schwerpunkte bei dieser neuen Version, die auf BPR aufbaut, darin,
•
dass auf neue Informationstechnologien speziell das Internet großen Wert gelegt wird
•
und dass die Grenzen von Prozessen neu gesteckt werden. Nicht mehr allein ein Unternehmen wird
prozessorientiert gestaltet, sondern eine ganze Industrie.
Definition in den Worten des Urhebers James Champy:
X-Engineering’s core idea is to achieve breakthrough business performance by applying information technology to
redesign processes that cross organizational boundaries. The X stands for crossing boundaries between organizations.
X-engineered processes have much in common. Specifically they share 2 crucial characteristics: They are pulled by the
customers – they push across organizational boundaries.
1.1.2 Why X-engineering?
Reengineering is applied within the organization largely to cut costs, raise quality, and increase speed in productivity.
“X-engineering also improves internal efficiency, but that is just the beginning. It promises vast improvement in operations
and processes across organizations- that is, among companies and their suppliers, partners and customers. The result
will be breakthrough innovations in the ways companies operate and new value propositions for customers. Ultimately,
the X-engineered corporation mobilizes not only its own improved processes but also those of its X-engineered allies.” 1
Scale and presence – at least virtual scale and presence – is critically important to operate in an Internet-enabled world.
Your customers will expect you to deliver almost anything, anywhere, anytime, no matter how big or small you are.
“What had been vacuous concepts – the networked economy or the virtual corporation, for example - could now be made
a reality. But it would not happen simply through the application of technology. It would happen only if managers radically
changed their business processes – this time not just within their companies or even just where customers and
companies meet. The opportunity was now to create a new generation of processes that would cross the boundaries of
organizations and be shared first between companies and eventually throughout a whole industry. “ 2
“But in X-engineering the Internet is the central nervous system, the medium for sharing vital information and integrating
disparate companies and their processes. “ 3
1
Vgl. Champy (2002) S. 3-4
ebd. S. 7
3
ebd. S. 7
2
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1.1.3 How to apply X-engineering?
X-engineering requires that you rethink your whole business and all its relationships, not just with customers but also with
suppliers, partners, employees – even competitors. It is broad in scope, encompassing both strategy and operations. It
can’t be delegated by executives to managers, and then by managers to employees. It requires attention to detail from all
parties – yes, even the chief executive.
It responds to 3 business questions:
How must a company now change? for what benefit? and with whose collaboration?
The answers derive from close attention three areas:
•
the company’s processes, meaning all the things it does to create and sell its goods or services. This includes all
the processes involved in its necessary business dealings with external players, among them customers,
suppliers, distributors, partners and shareholders.
•
The business proposition if offers its customers.
•
The extend of its participation with others in creating shared processes.
1.1.3.1 The x-engineering triangle
“The 3 Ps – process, proposition and participation – what Champy calls the X-engineering triangle encompasses
some familiar company practices that are reinvented by X-engineering. For example, issues of strategy, operations, and
relationships will merge and must be considered simultaneously. Managers will have to think more broadly about
processes – within their own companies and beyond. No longer is a process strictly internal. It must be seen as one part
of a multi organizational whole. This calls for a new credo of cooperation.” 4
process
proposition
participation
Beschreibung
Fährt der User mit dem Mauszeiger über die Worte process, proposition und participation erscheint ein Fenster mit der
Erklärung zum jeweiligen Begriff (siehe nächste Seite)
4
Vgl. Champy (2002) S. 24
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Erklärungen zu process, proposition, participation 5
process
See companies in a much larger perspective – not just as individual producers of goods and services but as combinations
of processes. These processes interact with each other and with the processes of other companies.
To be sure, people, structure and strategy are still important, but their importance lies in their roles in the full complement
of processes that determine, in the long run, the value of a company. Participants in this collection of processes include
not only your company but also its customers, suppliers, distributors, partners and competitors. You all need each other
to do business. No one can do everything on their own anymore.
Traditionally, processes have been viewed proprietary, kept secret to create advantage the way The Coca-Cola Company
guards its syrup formula. That may still be true about some processes, like drug-development or a highly sophisticated
manufacturing method, but x-engineering turns the rule about process secrecy on its head.
The new rule: Be open about all your processes except those that are clearly proprietary. Because you need to integrate
your processes with those of your customers and suppliers, and sometimes even with the processes of your competitors.
You need to know what they are doing and vice versa. Also, most of your processes aren’t unique, so there is no benefit
to hiding them.
proposition
Whatever your business proposition maybe, it will stand or fall in the end on its ability to create new value for customers.
There are at least 7 universal value propositions:
- customization
- innovation
- price
- quality
- service
- speed
- variety.
These propositions often determine how you are perceived by your customers, and they can define your basis of
competition. f.e. Wal-Mart Stores, Inc. with its always low prices business proposition.
participation
As you consider all your processes, and identify the proposition that you will offer your customers, you must also consider
who will participate with you in X-engineering. How extensively do you plan to cross organizational boundaries? What
partners do you want to involve in your business redesign and operations?
5
direkt übernommen aus Champy (2002) S. 24 - 40
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1.1.3.2 Seven conventional precepts of management that must change: 6
Old tenet
1.
See the world as you want it to be
New tenet
See the world as it truly is
X-engineering begins with fair assessment of where a company stands (positive and negative
sides!)
2.
Leave information technology to the
technologists
information technology is everyone’s job
Managers have to know how IT works in their industry.
3.
Information is power; keep good ideas inside the
company
Share good ideas with customers/partners as
you search non-stop for better ideas
Managers must be open both with their processes and their ideas.
4.
Exercise authority to gain control
Gain control by relinquishing it
Leadership is about setting guidelines and objectives and parameters, and then letting people go.
Leaders have to rethink their attitudes toward those employees.
5.
Manage change as an event and appeal to
intellect
Manage change as a campaign and appeal to
feelings
The challenge here is to understand the concerns and even prejudices of people who will be
doing thereal work involved in the change.
6.
A manager’s beliefs and values are his or her
business
A manager’s beliefs and values are
everyone’s business
Ethics and behavioural standards must operate harmoniously across the linked organizations.
7.
Don’t fix it if it ain’t broke
Relish change.
A good manager responds with a strong statement of the case for change and a heavy dose of
inspiration.
6
Vgl. Champy (2002) S. 143 -161
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1.1.3.3 Ten Mistakes every X-engineer should avoid 7
You X-engineer before you reengineer
The fragmentation and specialization of a traditional organization can slow it to a crawl –
hardly an advantage in today’s fast-moving world. Reengineering shows how a company could
tear down the walls around departments and focus on the processes within and across them.
But trying to impose X-engineering on a company that has not been reengineered is like giving
a B player a titanium rocket and expecting him to win at Wimbledon. Companies need welldesigned and efficient processes if they are to work more closely together.
You X-engineer with executive commitment – but not involvement.
Without senior management support, few major change programs ever succeed. The need for
leadership from the top is even more acute in the case of X-engineering. To X-engineer its
processes effectively, a company must clarify its value proposition to its customers and its
choice of corporate partners. These issues go right to the heart of the company’s strategy.
They must be discussed and resolved by senior managers; strategic decisions cannot be
pushed down into the ranks. Your X-engineering program requires constant executive
commitment and involvement, otherwise, it will surely fail.
You confuse X-engineering with building a digital marketplace.
A digital marketplace may, in fact, be a legitimate part of your X-engineering strategy. But
remember, X-engineering is not just about doing electronic commerce. It is about adapting all
your processes to operate across organizational boundaries, and no one else is going to do
that for you.
You create a separate e-business
A combination of customer’s expectations and the benefits of X-engineering will demand a
broad transformation. That cannot happen in a company that relegates its e-business activities
to a separate unit or just launches a new-corp as its entry to the digital age. In those cases,
the learning and transformation of the new units never reach into the main part of the
business, where most of a company’s profits are usually made and where change must occur
in order to preserve those profits.
You move too slowly or too quickly
Successful X-engineering requires knowing how to adjust your rate of change to the readiness
of your markets and the capabilities of your company and your partners. You need to know
when to move quickly and when to slow down. Speed is about moving at the right pace to
keep X-engineering momentum going while not wearing people out in a forced march. But
“organizational artefacts” can conspire to slow you down, so much so that your X-engineering
effort could crawl to a halt.
7 Ebd. S. 167 -188
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You start by focusing on units that aren’t open to change.
For most companies, there will be no shortage of processes that would make ideal candidates
for X-engineering. Where should you begin?
The optimum starting point is not necessarily so obvious. You might assume that the people
who stand to gain the most from cross-organizational linkages would be a logical choice, or
that you should begin with those who are already most knowledgeable about the benefits of
technology. In fact, depending on the nature of the company and the behaviours involved,
those two groups might well be the worst of all possible pioneers.
You X-engineer only the front-end of your business
Doing business over the Internet requires much more than a new customer interface. Over the
past decade many mangers have spent vast sums on information technology, both to prepare
for the year 2000 and to redo enterprise-wide systems. Now they can hardly believe how little
they got for their money in terms of improved business performance. The hard truth is that
they did not go far enough in process change.
You X-engineer all your processes at once
X-engineering demands a total rethinking of your processes, but you can’t implement
everything at once. You do, after all, need to maintain your company’s manageability, and you
also must retain a consistent presence in the market.
One mistake that companies often make is to buy large suite of software before they have
considered the scope and design of their X-engineering efforts. They assume that, magically,
new systems and processes can be simply dropped into the company.
You believe that e-business is about the e
Whenever Champy attends a conference on e-business or the Internet, he is struck by the
emphasis on technology and the lack of attention to how business really gets done. This overfocus on technology and lack of well-developed business thinking was behind many a dot-com
failure.
You underestimate adoption time
Don’t expect your customers to accept X-engineering at anything like the speed you do.
Overnight customer conversions almost never happen. In most cases, you will be preaching to
the unconverted considerably longer than you might have hoped.
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Lektion 5 After Business Reengineering

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